Mitsubishi Logistics
Environmental and Social Report

2020Corporate Philosophy
Engage in sincere and fair businessactivities to secure appropriate profitsand promote steady growth,
appropriately compensating
our stakeholders while contributing
to the realization of an affluent andsustainable society.

Editorial Policy

Contents

The Mitsubishi Logistics Group (the “Group”) has issued thisEnvironmental and Social Report each year since fiscal 2007 to fulfill its
accountability about the effects of its business activities on society andthe environment.
To disclose the goals, activity details and achievements of theGroup’s CSR management, this Report describes precisely and in aneasy-to-understand manner the promotion of CSR as well as each of
the seven core subjects based on the “Guidance on Social
Responsibility” (JIS Z 26000, ISO 26000). This Guidance is a global
standard for CSR established by the Japanese Industrial Standards (JIS)and the International Organization for Standardization (ISO).
Boundary of the Report and Reporting Period

Boundary of
the Report:

The Report covers Mitsubishi Logistics Corporation (the“Company”) and Group companies.

Reporting
Period:This Report covers our business activities for the period
from April 1, 2019 to March 31, 2020. To ensurecomprehensive disclosure, however, certain relevant
information regarding events that occurred prior to and/or
after this period has been included.

Publication Date

(Previous publication date: February 2020)
February 2021
(Next planned publication date: February 2022)

2
4
6
8
10

Promotion of CSR
Manifestation of The Three Principles of Mitsubishi’s Business 12
Management Philosophy and the Code of Conduct, etc.
Promotion of CSR for every employee; Emphasis on communication 15
Confirmation of major CSR activities
16

Organizational GovernanceCorporate Governance; Promoting the realization of our corporate 18
philosophy and strategies; Review of goals, standards, etc.
Entrenchment of the compliance of standards, etc.;
19
Confirmation of the implementation process of action plans

Improvement of awareness of human rights;
20
Respecting human rights through business activities

JIS Z 26000: 2012 (Guidance on Social Responsibility) ISO 26000:
2010 (Guidance on Social Responsibility)
Ministry of the Environment: Environmental Reporting Guidelines(Fiscal Year 2018 Version)
Global Reporting Initiative (GRI): Sustainability Reporting Guidelines(GRI Standards)
Contacts for Inquiries Regarding the Environmental and Social Report

CSR·Compliance Team, General Affairs Division, Mitsubishi Logistics
Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo
103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694
Tool Map
Financial information

1

Corporate History
Top Message
Introduction of Businesses
Feature (Disaster Response)
At a Glance

Respect for Human Rights

Reference Guidelines

Appropriate Working Environment
Respect for labor-management relations; Employment and the importance 21of the employment relationship; Rewarding and friendly working conditions
Ensuring the safety of workers
24
Human resources development and training
25

Environmental Conservation
Reduction of CO2 emissions as a measure for
reducing climate change
Use of renewable resources
Contribution to the recovery of the eco-system

28
32
33

Fulfillment of Sincere and Fair Business Activities
Prohibition of unfair advantage in competition andpromotion of fair and open competition

34

Provision of Safe, High-Quality and Useful Services

Flash report (Japanese)Flash report (English)
Annual report (Japanese)
Annual report (English)

Provision of socially and environmentally beneficial high-quality services 35
Promotion of disaster measures to maintain service functions 38

 otice of Annual General Meeting ofN
Shareholders (Japanese/English)
Business report/Interim business report(Japanese)Consolidated results briefings (Japanese/
English)Coordination with Local Communities and International Society
Contribution to cultural activities
40
Contribution through local community activities, etc. 41

Environmental and Social

Statement Supporting the UN Global Compact

Report (Japanese/English)
Corporate Governance Report (Japanese)
Non-financial information

Web

Editorial Policy, Tool Map and Contents

Practice of the UN Global Compact’s 10 principles
Company Profile and Stock Information

44
45

 ou may view some of the relevant data and the reference table for Global Reporting Initiative (GRI):Y
Sustainability Reporting Guidelines (GRI Standards) on Mitsubishi Logistics’ Web site.
“Extended version”

https://www.mitsubishi-logistics.co.jp/english/csr/pdf/extended_version.pdf
HOME>CITIZENSHIP>Environmental and Social Report>Extended version“GRI Guidelines reference table”

https://www.mitsubishi-logistics.co.jp/english/csr/pdf/griguideline.pdf
HOME>CITIZENSHIP>Environmental and Social Report>GRI Guidelines reference table
Mitsubishi Logistics

Environmental and Social Report 2020

1

Corporate History

The Mitsubishi Logistics Group,
leading the way into a new era and continuing
together with social and economic changes
The Company was founded in 1887 in Fukagawa, Tokyo, after absorbing the warehousing business from the former Mitsubishi Company.
For over 130 years, we have been engaged in the logistics business through the organic integration of the overlandtransportation, port and harbor transportation, and international transportation businesses centering on
the warehousing and distribution business.
Since the mid-1950s, we have been developing the real estate business,
expanding our business domain from leased buildings constructed oncompany-owned property to the sale and leasing of homes
and the management of retail facilities.

1950

Fiscal 1930
(non-consolidated)

1887

1900

Operating revenue:

January 1931
Inaugurated Japan’s first trunk-room
service in Edobashi (present-day
Nihonbashi), Tokyo.

¥8,860,000

Operating income:¥870,0001887 —
April 1887
Established as Tokyo Warehouse Limited Company, headquarteredin Fukagawa, Tokyo, after absorbing the warehousing businessfrom Mitsubishi Company (founded in March 1880).
December 1893 Reorganized the company and changed thename to Tokyo Warehouse Co., Ltd.

1930 Edobashi Warehouse Building

May 1949

1900 —
December 1902 Established Kobe Branch.

Fiscal 1907
(non-consolidated)

Operating revenue:

November 1907
¥860,000
Operatingincome:Completed an integrated land and sea¥320,000cargo handling facility for shipping freightat Kobe Port, and established a system forthe port warehousing business with links to rail transport (later
the port and harbor transportation business).

Listed on the Tokyo
Stock Exchange.

November 1962
Constructed a multi-purpose rentalbuilding for data centers,
warehousing rooms and residential
units in Fukagawa, Tokyo, andstarted the business of leased
buildings for computer processing
centers.

Fiscal 1962
(non-consolidated)

Operating revenue:¥6,727 million

Operating income:¥628 million(The Company subsequently made a full-scale
entry into the real estate business in May 1969,
constructing rental facilities, including buildings
for computer processing centers, office
1973 Tokyo Dia Buildingbuildings and commercial facilities, andcontinuing with the sale of condominiums.)

April 1963
January 1970
April 1971
1907 Wada Terminal, Kobe

March 1918
Changed name to Mitsubishi Warehouse Co., Ltd.
September 1923 Suffered damage in the Great Kanto
Earthquake.

2

Mitsubishi Logistics

Environmental and Social Report 2020

April 1984
October 1986
April 1987

Made a full-scale entry into the trucking business.
Established a warehousing company inCalifornia, U.S.
Made a full-scale entry into the air
freight business.
Established a transportation company in Singapore.
Established a company engaged in
information-related business.
Celebrated the centennial of the Company’s foundation.

2020

to grow

2000

March 2011
October 2012

Suffered damage in the Great East Japan Earthquake.
Completed Ibaraki Distribution Center
No. 3 in Osaka.
The first Disaster-Resistant and
Eco-Friendly Warehouse
Disaster-Resistant and EcoFriendly Warehouses have been
constructed in several domestic
areas since the construction ofDisaster-Resistant Facility
the first warehouse.

Fiscal 1992
(non-consolidated)

Operating revenue:

1992
¥124.4 billion
Operating income:Currently built high-performance
warehouses at each branch¥10.7 billion(approximately 83,000 square meters)
and declared the first year of our warehouse remodeling tochange our corporate structure.
September 1992 Constructed rental facilities, including retailfacilities and office buildings, at Harborland, Kobe.
January 1995
Suffered damage in the Great Hanshin Earthquake
February
Established a transportation company in the
Netherlands.
Established a warehousing company in China.
April 1996
June
Changed English name to Mitsubishi
Logistics Corporation.

1999
Made a full-scale entry into therefrigerated warehouse business.

September 2014 Completed Nihonbashi Dia Building.
Rebuilt the warehouse building (headoffice, trunk room) owned in Edobashi,Tokyo, and constructed a DisasterResistant and Eco-Friendly Office
Building.

Disaster-Resistant Facility

September 2015
Completed expansion of the
Tobishima Distribution
Center, Nagoya.

Fiscal 1999
(consolidated)

June 2017

Operating revenue:

October¥125.8 billion

Operating income:¥11.1 billion

Disaster-Resistant Facility

Certified as an Authorized Customs Broker(AEO customs)
Completed the MM2100 Distribution
Center in Indonesia.
Opened the first overseas Disaster-Resistantand Eco-Friendly Warehouse.

(Constructed refrigerated warehouses in Ohi,Tokyo in June 1999 and in Rokko, Kobe in
December 2002.)
1999
Automated warehouse (Ohi Refrigerated
Warehouse)

2000 —

Disaster-Resistant Facility

2003
Integrated air freight forwarding business
Disaster-Resistant Facility

July 2018
Completed Ibaraki Distribution
Center No. 4 in Osaka.

Disaster-Resistant Facility

November 2019
Completed Seishin Distribution
Center Phase 2 Building in Kobe.

2020

Fiscal 2019(consolidated)

2005
Built North Building, Sakurajima Distribution
Center No. 2 (Comprehensive Efficiency Plan No. 1
under the Logistics Efficiency Improvement Act).

Constructed a retail facility at Yokohama
Portside.
January 2007
Formulated our Environmental Policy.
April 2008
Certified as an Authorized Warehouse
Operator (AEO warehouse)
October
Enacted our Quality Declaration.
September 2010 Conducted a tender offer for the shares of Fuji
Logistics Co., Ltd., turning the company and its
10 subsidiaries into our consolidated subsidiaries.
August 2006

Operating revenue:¥229.0 billion

Operating income:Disaster-Resistant Facility¥12.1 billion

February 2020
Completed Minamihonmoku
Distribution Center in Yokohama.

October 2020 (scheduled)Completed Misato Distribution
Center No. 2 Phase 2 buildingin Saitama Prefecture
Mitsubishi Logistics

Disaster-Resistant Facility

Environmental and Social Report 20203

Top Message

Mitsubishi Logistics Group focuses onand engages in sincere and fair business
contributing to the realization of an affluent
Introduction
Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure appropriate profits andpromote steady growth, appropriately compensating
our stakeholders while contributing to the realizationof an affluent and sustainable society.” To realize thiscorporate philosophy, the Group has stipulated theCode of Conduct.
Our Group companies work in cooperation tocarry out our logistics business both in Japan andaround the world, organically and comprehensively

managing each business area through our
information network, starting with our corewarehousing business, and including overlandtransportation, port and harbor operations, andinternational transportation. Our real estate businessfocuses on leased buildings constructed oncompany-owned property. Of especial note, theinvolvement of our logistics operations in every
industry countrywide provides a key function in theeconomic foundation as a highly public social
infrastructure not only under normal circumstances,
but also in case of natural disasters or otheremergencies. We continue to make the utmost effort
to support the daily lives of people everywhere andthe business activities of our customers at every levelof product procurement, production and sales.

Second Year of the Management Plan
(2019–2021)

Masao Fujikura
President

4

Mitsubishi Logistics

Environmental and Social Report 2020

The current fiscal year is the second year of theManagement Plan (2019-2021), which started in April
2019. Overseas, although the economy in China
continued a gradual slowdown, the U.S. economy
continued to recover and a weak recovery was seenin Europe as well. Although the Japanese economy
experienced sluggish exports, the economy
recovered moderately, as seen by improved
employment conditions and a recovery of personal
consumption. However, from the fourth quarter, theeconomy took a sharp downturn, both in Japan andoverseas, due to the global COVID-19 pandemic,
and the situation became extremely difficult.
In these circumstances, this plan is designed tomove forward with measures already under way,without changing the fundamental concept of
pursuing the growth potential in overseas businesses
while ensuring profitability in the domestic
businesses.
With the establishment of this new management
plan, we have defined the ideal image of the
Mitsubishi Logistics Group, the “MLC2030 Vision,”that we ought to pursue towards the year 2030.

global environment-friendly activities
activities,
and sustainable society.
The MLC2030 Vision
Contributing to the improvement of customer’svalue, we offer comprehensive logistics
solutions to the management of customer’s
supply chains, from procurement to
distribution/sales, as their partner.
The Group positions the new medium-term
management plan as the first stage to make a step
toward the achievement of the MLC2030 Vision, andhas chosen “Mitsubishi Logistics Group’s growthstrategy to be achieved through Innovation” as thesubtitle for the plan. We are moving forward withinitiatives directed towards 2030.

Initiatives for CSR management
With the establishment of ourCode of Conduct in 1997, wehave clearly demonstrated ourstance and approach towardfurther enhancing our level ofadherence to relevant laws andregulations, disclosing
appropriate corporate information, addressing andresolving global environmental issues, and providing
safe, high-quality and socially useful services. In
addition, the Company approved and declared in
May 2014 its support for the UN Global Compact,which is a set of universally accepted CSR-related
principles. The Company considers complying withinternationally accepted norms in the areas of humanrights, labor, the environment and anti-corruption as
fulfilling its social responsibility in its businessactivities and leading to an affluent and sustainable
society. To firmly instill this stance throughout theentire Group, we have clarified that we promote CSR
activities as a specific strategy in the management
plan, and have incorporated such initiatives in
specific measures.
Our logistics and real estate business activities
are deeply connected to society. To earn recognition
for the value of our existence as a member of society

and continue to grow in the future, the Group needs
to steadily implement the goals set forth in the plan.
In particular, taking into account the increased
demand for reducing natural disaster risk stemmingfrom the global increase and intensification of natural
disasters that are believed to be caused by climatechange, we are promoting the construction ofDisaster-Resistant and Eco-Friendly Warehouses
equipped with reinforced disaster-preventionfunctions and enhanced global environmental
measures, as well as Disaster-Resistant and EcoFriendly Office Buildings that have similar functions.
As part of this initiative, in September 2014, theNihonbashi Dia Building (of which the lower floors areused as the Company’s Head Office and trunk
rooms) was completed, followed by the Seishin
Distribution Center Phase 2 Building in Kobe in
November 2019, and the Minamihonmoku
Distribution Center in Yokohama in March 2020.
These efforts are not only in line with the abovementioned 10 principles of the UN Global Compact
but are also in line with the SDGs (Sustainable
Development Goals) similarly advocated by theUnited Nations. Going forward, we are considering
the dissemination of information in a format that suits
each goal.

Conclusion
From the end of fiscal 2019 through fiscal 2020, we
worked on business continuity while implementing
measures to prevent COVID-19. As a logistics
company, I believe that we were able to fulfill our
corporate social responsibility.
It is expected that we will be required to respondto difficult situations in the future as well. However, as
the Mitsubishi Logistics Group continues, now and in
the future, to place top priority on sincerity andfairness, contributing to customers’ valueenhancement based on principles that give weight to
the global environment while fulfilling our
responsibilities to society with stable growth, we ask
for your continued understanding and support.

Mitsubishi Logistics

Environmental and Social Report 20205

Introduction of Businesses

We support people’s affluent lives and corporate activities
To Japan From Japan: Flow and relationships of goods and informationAirtransportation

Consumers

Warehouses anddistribution centers

Serviceusers(manufacturers,
trading companies,
financial institutions,individuals, etc.)

Oceantransportation
Port and harbortransportation
Overlandtransportation
Trucking and railway
transportation

Local communities(neighborhoods,
public administration,
general, etc.)

The Mitsubishi Logistics Group provides highquality services to support people’s affluent
lives and corporate activities through the
Logistics segment businesses centering on thewarehousing and distribution business and theReal Estate segment businesses centering on
the leasing of buildings.

Em
plo
yee
s
Se
rvi
ce
cov
era

Trunk room
service
Logistics
information system

Logistics
services

Outs
ourc
ed

compa
nie

s

ge

Shareholders
Warehousing and Distribution BusinessWe are able to meet a broad range of customized logistics needs throughthe full integration of warehouses and distribution centers, which arelocated at major ports and key inland transportation areas nationwide; ourtransportation and delivery networks; and the logistics information systems
that organically link them. In this business, fixed temperature storage andrefrigerated warehouses for pharmaceuticals and fresh and processed
foods are sufficiently offered in addition to ordinary warehouses for room
temperature storage to ensure the provision of safe and efficient storage/
distribution processing/delivery services using our original information
technology and the latest facilities. Meanwhile, we strive to reduce theenvironmental impact by promoting green management. Furthermore, we
are active in the construction of advanced facilities that aim to coordinate
with local communities under the concept of Disaster-Resistant and EcoFriendly Warehouse equipped with a solar power generation system andemergency power generators. One such model warehouse is the Seishin
Distribution Center Phase 2 Building in Kobe, which was completed in
November 2019, and another is the Minamihonmoku Distribution Center in
Yokohama, which was completed in February 2020.

6

Mitsubishi Logistics

Environmental and Social Report 2020

Overland Transportation Business
In Japan, we extend and reinforce the optimal distribution system for eachcustomer through a tactical combination of our national, trunk-line transit network,
which is supported by Ryoso Transportation Co., Ltd. within the Group andexcellent local counterparts, and independent collection and delivery services
linking local areas. We have expanded our transportation service for smallquantity, joint delivery needs especially for foods and pharmaceuticals. In addition,
we offer cargo feature-specific, diversified transportation/delivery services
including ocean freight container transportation for import and export cargo andthe transportation of heavy goods such as plant facilities. Moreover, we endeavor
to realize eco-friendly, safe and secure transportation services by drawing on our
information technology and promoting green management. Furthermore, with thestart of the “DP-Cool,” a high-quality pharmaceuticals delivery service withtemperature control provided by Dia Pharmaceutical Network Co., Ltd., oursubsidiary that specializes in the delivery of pharmaceuticals, we strive to realize
the further sophistication of transportation quality.

through the logistics business and the real estate business.
From overseas To overseas
Airtransportation
Port and harbortransportation

Shipping-related
operations

Import/ExportShipping
Agent andCustoms
Clearance

Oceantransportation

Serviceusers

Consumers(manufacturers,
trading companies,etc.)

Overlandtransportation
Residences

Trucking and railway
transportation

Office buildings

Real estatedevelopment
and leasing

International society(neighborhoods,
public administration,
general, etc.)

Retail facilities

Serviceusers(tenants,
occupants)

Consumers(facility users,
etc.)

Investors
Real Estate Business
International Transportation Business
Port and Harbor Operation BusinessWe provide secure high-quality logistics
services including container terminal
operations for integrated port and harbor
operations at all major Japanese ports,
namely Tokyo, Yokohama, Nagoya, Osaka,
Kobe and Hakata, to meet every kind ofcustomer need. We also offer a wide rangeof other marine shipping related services
such as importing/exporting of vessels,
ship registration, and agency operations for
special ships such as oil-drilling rigs.

In response to increasingly diversifying customers’
logistics needs, we propose optimum transportationroutes door-to-door worldwide tailored to every
customer’s request by taking advantage of ourglobal network and a variety of transportationmeans such as vessels, aircraft, railway and trucks.
Meanwhile, our overseas operating bases provide
comprehensive logistics services such as cargotransportation, customs clearance and storage ofgoods, as well as logistics related support services
such as consulting on legal systems, procedures
and tariff costs utilizing economic partnershipagreements in the respective areas for customers
who plan to launch into foreign markets.
Furthermore, we will not limit ourselves only totransport operations, and will further promoteworldwide our logistics know-how, which theCompany has accumulated over its history of morethan 130 years.

We are involved in the real estate business inall six major cities of Japan—Tokyo, Yokohama,
Nagoya, Osaka, Kobe and Fukuoka. In addition
to activities such as the redevelopment ofproperties based on the optimum applicationof each property’s features and the leasing ofapproximately 50 real estate facilities (offices,
retail facilities and residences), totaling almost
900,000 m2 of total floor space, we are
involved in the sales of condominiums. We arealso active indeveloping DisasterResistant and EcoFriendly Office
Buildings, which will
help our customers
enhance theirbusiness continuity
and reduce theirenvironmental burden.

Mitsubishi Logistics

Environmental and Social Report 20207

Feature

Proceeding with the development
Intensification of natural disasters
It has been pointed out that natural disasters have intensified in recent
years, including heavy rains in western Japan in 2018 and Typhoon No.19
in 2019, and that climate change is likely the cause.
There has been a series of earthquakes, including the Great East Japan
Earthquake in 2011, the Kumamoto Earthquake in 2016, and the Northern
Osaka Earthquake and Hokkaido Eastern Iburi Earthquake in 2018. It isessential that we prepare for the large-scale earthquakes that are predictedin the future, including a Nankai Trough earthquake and an inland
earthquake in the Tokyo metropolitan area.

Disaster-Resistant Facility Concept
Since 2012, we have been developing disaster-resistant warehouse facilities
under the concept of Disaster-Resistant and Eco-Friendly Warehouses. In
addition, starting with the MM2100 Distribution Center in Indonesia, which
Nihonbashi Dia Building
was completed in 2017, we are looking to expand overseas with the same
concept.
With real estate facilities, we utilized our extremely high level of safety
expertise, which had been limited to facilities such as data center buildings where outages cannot occur even for a single
moment, in the Yokohama Dia Building completed in 2009 as a Disaster-Resistant and Eco-Friendly Office Building, andfurther strengthened the disaster-prevention functions in the Nihonbashi Dia Building completed in 2014 in light of theGreat East Japan Earthquake. Since then, we have been developing facilities that fully support the business continuity ofcustomers, including through not only the construction of new facilities but also the refurbishment of existing facilities inaccordance with this concept.
In 2015, the 2030 Agenda for Sustainable Development and the 17 Sustainable Development Goals were adopted by
the United Nations, and initiatives have been undertaken by industry in response. The Company believes that it can fulfil
its social responsibility by building a strong infrastructure and maintaining a supply chain and an office environment even intimes of disasters and other emergencies.
These efforts were implemented even before the SDGs were announced. However, from among the 17 goals, Goal 9:
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation; Goal 11: Make cities
and human settlements inclusive, safe, resilient and sustainable; and Goal 12: Ensure sustainable consumption andproduction patterns have all been positioned as goals corresponding to the concept of Disaster-Resistant Facilities.

Characteristics of Disaster-Resistant Facilities
Disaster-Resistant and Eco-Friendly Warehouses and Disaster-Resistant and Eco-Friendly Office Buildings are equippedwith disaster-response equipment such as seismic isolation equipment and emergency power generators, while powerreceiving equipment is installed on the second floors or above in consideration of potential water damage. In addition, in
consideration of the environment, we are actively installing solar power generation equipment, LED lighting, and otherequipment, and have obtained Rank A certification or above (some facilities are equipped with equipment equivalent to
Rank A certification) with CASBEE*1, which is a method for evaluating the environmental performance of buildings.
There have been cases of disasters actually occurring at a Disaster-Resistant Facility and, although the earthquake
occurred prior to the startup of the facility, the seismic isolation equipment worked to prevent any damage, nor was thefacility damaged when hit by a typhoon, which enabled us to conduct and continue our subsequent work.
Seismic
performance

Main disasterpreventionfunctionsIntroduction of a seismic-isolated structure, including seismic isolation
rubber parts and oil dampers, and strengthening of earthquake-resistant
structure, etc.

Power outage
Introduction of emergency power generation equipment and installation
countermeasures of power receiving equipment at a certain height above ground, etc.
Wind pressure Strengthen roof structure to a greater degree than required under the
Building Standards Act (warehouse facilities only)
resistanceMainenvironmental
performance andenvironmentallyfriendly
equipment

Solar power
generation

Installation of solar panels on the roofs and walls for use as electric power for the facility, including lighting

LED lighting

Used in combination with motion detectors (common areas)

CASBEE*1

Achieved Rank A or above in the objective evaluation of the environmental performance of buildings*1 Comprehensive Assessment System for Built Environment Efficiency. See p. 29.

8

Mitsubishi Logistics

Environmental and Social Report 2020

Seismic isolation equipment

Solar power generationequipmentFe a t u r e
Relevant SDGs

of Disaster-Resistant Facilities
Disaster-Resistant and Eco-Friendly Warehouses
Name of facility

Location

Completion date

Ibaraki Distribution Center No. 3

Ibaraki City, Osaka Prefecture October 2012

Daito Distribution Center

Daito City, Osaka Prefecture December 2012

1

2

3

4

5

6

Misato Distribution Center No. 2 (Phase 1) Misato City, Saitama Prefecture February 2013
Tobishima Distribution Center (expansion) Ama County, Aichi Prefecture September 2015
MM2100 Distribution CenterIndonesia

1

August 2017

Seishin Distribution Center (Phase 1) 2 Kobe City, Hyogo Prefecture March 2018
Ibaraki Distribution Center No. 4 3 Ibaraki City, Osaka Prefecture July 2018
Seishin Distribution Center (Phase 2) 2 Kobe City, Hyogo Prefecture November 2019
Minamihonmoku Distribution Center

4

Yokohama City, Kanagawa Prefecture February 2020

2020
Misato Distribution Center No. 2 (Phase 2) Misato City, Saitama Prefecture October(scheduled)

Disaster-Resistant and Eco-Friendly Office Buildings
Name of facility

Location

Completion date

New facility
Yokohama Dia Building 5

Yokohama City, Kanagawa Prefecture December 2009

Nihonbashi Dia Building

Chuo-ku, Tokyo September 2014

Meieki Dia Meitetsu Building

Nagoya City, Aichi Prefecture June 2020

Existing facilities
September 1973 January 1990

Tokyo Dia Building 6

Chuo-ku, Tokyo

Eitai Dia Building

Koto-ku, Tokyo September 1991

Future Development
During the course of our history of over 130 years, the Company has experienced various natural disasters and ourfacilities have been subject to damage. In light of that experience, however, the “Disaster-Resistant” concept, which aims
to minimize any reduction in the functions of our warehouses, was born.
In order to fulfill our corporate social responsibility while giving consideration to our relationship with the SDGs, whichhave been attracting attention in recent years, we have introduced environmentally-friendly equipment in response to climatechange. Going forward, we will continue to develop office and warehouse facilities based on the Disaster-Resistant concept.

Message from the Managing Officer
in charge of the Warehousing andDistribution Business

Hitoshi Wakabayashi,Managing Director

Maintaining a distribution network, which gained muchattention in the midst of dealing with COVID-19, is alsoessential for social life. By developing Disaster-Resistant and
Eco-Friendly Warehouses in response to the various natural
disasters that may arise in the future, we will provide security
to clients who use the facilities, safety for products etc. which
the clients store in the facilities, and security and safety to theemployees who work there. We will also work to reduce ourenvironmental impact, including a reduction in CO2 emissions.
Going forward, we have plans to expand overseas, and will
make steady preparations for this while considering the local
situation.

Message from the Managing
Officer in charge of the Real
Estate BusinessShinji Kimura,Managing Director

Disaster-Resistant and Eco-Friendly Office Buildings as
represented by Yokohama Dia Building and Nihonbashi Dia
Building provide security and safety to the people involved
with the building, including employees and visitors, and work
to support business continuity, including for tenantcompanies.
We will extend this concept to existing and new facilities,
while also working to reduce our environmental impact.

BRIEF COMMENT
Mitsubishi Logistics

Environmental and Social Report 20209

At a Glance
Financial Items
Fiscal 2010

Fiscal 2011

Fiscal 2012

Fiscal 2013

Fiscal 2014

(year ended
March 31, 2011)(actual results)(year ended
March 31, 2012)(actual results)(year ended
March 31, 2013)(actual results)(year ended
March 31, 2014)(actual results)(year ended
March 31, 2015)(actual results)

Operating revenue

(million yen)

175,879

203,697

192,260

198,161

204,362

Operating income(million yen)

12,164

12,533

12,305

12,148

11,449Non-operating income (loss)

(million yen)

1,524

1,975

2,221

1,965

3,007

Ordinary income(million yen)

13,68814,508

14,526

14,113

14,456Extraordinary income (loss)

(million yen)

(2,248)

(742)

(804)

288

395

Profit before income taxes

(million yen)

11,43913,766

13,721

14,402

14,851

Profit attributable to owners of parent (million yen)

6,973

7,564

8,591

8,520

9,133

EBITDA (Operating Income + Depreciation) (million yen)

25,817

26,101

24,402

24,66524,838Amounts per share of profit attributable toowners of parent/Earnings per share (yen)

39.78

43.16

49.02

48.62

52.12

Amounts per share of cash dividends applicable(yen)to the year/Annual dividend per shareInterim 6
Term-end 6

Interim 6
Term-end 6

Interim 6
Term-end 6

Interim 6
Term-end 6

Interim 6
Term-end 6

(%)

30.2

27.8

24.5

24.7

23.0

Total assets

(million yen)

350,425

353,269

375,180

396,238

433,041

Total liabilities

(million yen)

144,619

141,733

147,352

159,596

169,952

Total net assets

(million yen)

205,806

211,536

227,827

236,641

263,089

Net assets per share(yen)

1,163.00

1,195.82

1,288.42

1,337.56

1,486.99

Equity ratio

(%)

58.2

59.3

60.2

59.2

60.2

Return on investment (ROE)

(%)

3.4

3.7

3.9

3.7

3.7

Return on assets (ROA)

(%)

2.0

2.1

2.4

2.2

2.2

(million yen)

13,653

13,567

12,097

12,517

13,389

Increase in non-current assets(capital investment amount) (million yen)

6,522

10,94917,723

23,674

24,462

Cash flows from operating activities(million yen)

15,65014,63019,552

19,701

20,691

Cash flows from investing activities (million yen)

(14,236)(12,478)(16,513)(23,144)(20,562)

Cash flows from financing activities (million yen)

(4,100)

(6)

1,760

11,634

1,638

Cash and cash equivalents at the end of the year(million yen)

25,34927,41632,461

41,23643,276

Dividend payout ratio

Depreciation

Non-financial Items
CO2 emissions (Unit: thousand t-CO2)

CO2 emissions per revenue (Unit: t-CO2/100 million yen)

Cumulative number of Disaster-Resistant Eco-Friendly Warehouses
and Disaster-Resistant Eco-Friendly Office Buildings  (Unit: buildings)
Warehouse

100

75

40
78.7

79.2

75.9

73.2

30
65.5

50

20

25

10

38.1

38.0

Building

15
35.2
32.2

12
28.6

10
8

8

4

4

4

4

9
5

10

8

6

5

0

0
2015 2016 2017 2018 201910

Mitsubishi Logistics(FY)

Environmental and Social Report 2020

4

4

4

0
2015 2016 2017 2018 2019

(FY)

2015 2016 2017 2018 2019

(FY)

Fiscal 2021

Fiscal 2015

Fiscal 2016

Fiscal 2017

Fiscal 2018

Fiscal 2019

Fiscal 2020(year ended
March 31, 2016)(actual results)(year ended
March 31, 2017)(actual results)(year ended
March 31, 2018)(actual results)(year ended
March 31, 2019)(actual results)(year ended
March 31, 2020)(actual results)(year ending
March 31, 2021)(forecast)(year ending
March 31, 2022)(management plantargets)

206,831208,718

215,407

227,185

229,057

213,000

240,000

11,30912,74812,421

12,66012,195

10,00014,500

2,716

3,308

3,739

4,673

4,626

—

—

14,025

16,056

16,16017,333

16,822

14,20017,100

645

(260)

(790)

(541)

(84)

—

—

14,67015,796

15,37016,792

16,737

—

—

9,350

10,665

10,517

11,564

11,85137,600—25,13925,67325,16825,65626,447—30,100

53.37

60.88

120.07*1

132.03137.31——

Interim 6
Term-end 6

Interim 6
Term-end 8

Interim 7
Term-end 14*1

Interim 15
Term-end 30

Interim 30
Term-end 30

Interim 30
Term-end 30

—

22.5

23.0

23.3

34.1

43.7

—

—

413,264

435,354*2

462,031482,575

468,243——

155,740

158,484

167,480*2

183,470

181,886——

257,524

276,870

294,550

299,104

286,356——

1,455.06

1,565.27

3,330.71*1

3,381.20

3,298.18

—

—

61.7

63.0

63.1

61.4

60.5

—

—

3.6

4.0

3.7

3.9

4.1

—

—

2.2

2.5

2.3

2.4

2.5

—

—

13,83012,925

12,747

12,995

14,252

—

—

8,841

27,336

21,582

18,036

26,387——

17,246

21,46621,481

23,352

17,624——(7,032)(22,270)(22,219)(31,786)(18,022)——(7,927)(7,819)3,419

12,066(2,359)——45,65836,921

39,58042,97240,541——*2*1	A reverse stock split was conducted on October 1, 2017 at a ratio of one share for every two shares of common stock.
*2	The Company has applied “Partial Amendments to ‘Accounting Standard for Tax Effect Accounting’” (Accounting Standards Board of Japan
Statement No. 28, February 16, 2018) beginning from fiscal 2018. The consolidated financial position for fiscal 2017 has been retrospectively
adjusted to reflect the application of the Standard, etc.

Total number of people who received(Unit: persons)compliance education*3 Ratio of new employees retained after(Unit: %)three years 

10,000100

7,500

8,188 7,956

8,386

8,709 8,742
75

5,000

93.8
91.7

100.0
90.9

93.8
91.7

Men
100.0
90.9

Women
95.6

15

10

(FY)

*3	
Total number of participants (cumulative numberof participants during each fiscal year) for all
Group companies

13
13

0
2015 2016 2017 2018 2019

(FY)

13
13
8
7

5

0
2015 2016 2017 2018 2019

Women

94.7

25

0

Men
20

50

2,500

Number of employees taking child-care(Unit: persons)leave 

7
5

10
9

2
1
1
2015 2016 2017 2018 2019

Mitsubishi Logistics(FY)

Environmental and Social Report 202011

Promotion of CSR
The Mitsubishi Logistics Group utilizes the “Guidance on Social Responsibility,” complies with the“seven principles of social responsibility”* in the practice of its social responsibility andstrengthens various activities categorized under the seven core subjects of social responsibility.
Each core subject is of equal priority, and is equally important.
The Mitsubishi Logistics Group streamlines an integrated mechanism (with components such as
philosophy, principles, policies, systems, dialogue and confirmation) to ensure that a socially
responsible corporate culture exists within the Group and is conducted through the practice ofCSR-based activities, aiming to increase its corporate value.
* See the chart on the right.

May 2019 Results briefing for analysts

Manifestation of The Three Principles of Mitsubishi’s Business
Management Philosophy and the Code of Conduct, etc.
Mission, Vision, Sense of Values, Principles and the Code of Conduct
The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)
The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization,
Koyata Iwasaki. The Sankoryo serves as a basic philosophy of an internally and externally open group being sharedby the constituent Mitsubishi Group companies that are independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”

Corporate Responsibility to Society

Integrity and Fairness

Global Understanding through Business

Strive to enrich society, both materially andspiritually, while contributing toward thepreservation of the global environment.

Maintain principles of transparency
and openness, conducting businesswith integrity and fairness.

Expand business, based on an
all-encompassing global
perspective.

Code of Conduct
We have established the following Code of Conduct to realize our corporate philosophy ( see page 4: Top Message)
based on the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct
We engage in business activities to secure appropriate profits and promote steady growth, appropriately compensating
our employees and stockholders while contributing to the realization of an affluent and sustainable society.
1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out business activities without deviating fromsocial norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat to the public order and safety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse activities for environmental preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to conduct social contribution projects as a “goodcorporate citizen” while taking into account coordination with local communities and international society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shall establish its own Code of Conduct in compliance with this Code of Conduct.

Stakeholders recognized by the Mitsubishi Logistics Group
Enhance our commitment to customer satisfaction,
earning our customers’ trust through high-quality
logistics and real estate services.
Aim to manage internal information strictly anddisclose information at the appropriate time and in
the appropriate manner, in accordance with the law.

Shareholders& investors

Develop common interests with local
communities as a good corporate citizen.

12

Mitsubishi Logistics

Customers

Environmental and Social Report 2020

Employees

Provide ideal working environments while ensuring
the safety and professional growth of the employee.

Mitsubishi
PublicLogistics administration
Group

Local
communities

Suppliers

Perform fair business activities by complying
with laws, rules and social norms.

Sincere and fair business activities
based on mutual trust.

Seven Principles of Social Responsibility
An organization
should respect humanrights and recognize
both their importanceand their universality.
An organization
should respect
international normsof behavior, while
adhering to theprinciple of respect
for the rule of law.

Seven Core Subjects of Social Responsibility and
Their Expressions in the GroupAn organization should betransparent in its decisions

Coordination with
Local Communities andInternational Society

Respect forTransparency and activities that have
impact on society and thehuman rights
environment.

Accountability

Respect for An organization
should beinternational
accountable for its
norms of impacts
on society
behavior
and theEthicalbehavior

An organization
should behave
ethically at all
times.

Observance of
these principles

Provision of Safe,
High-Quality and
Useful Services

ConsumerIssuesenvironment.

An organization should
accept that respect for Respect for
the rule of law is the rule of law
mandatory.

Respect for
stakeholderinterests

An organization should
respect, consider andrespond to the interests of
its stakeholders.

(Source: Edited by the Company based on the “Guidance on Social Responsibility (JIS Z 26000)”)

Holistic
approachCommunity
Involvement
Human
and
RightsDevelopment
Organizational
Governance
Organization

Respect for
Human Rights

Labor
Practices

Appropriate
Working
Environment

Fair Operating
The
Practices
Environment
Fulfillment of Sincere andFair Business Activities

Interdependence

Environmental
Conservation(Source: Prepared with partial modification by the Company basedon the “Guidance on Social Responsibility (JIS Z 26000)” chart)

Environmental Policy
The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance inconsideration of the global environment based on our “Code of Conduct.”

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities forenvironmental preservation through corporate activities that are friendly to the environment while
contributing to the realization of a sustainable society.
1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about the environment and positively
commit ourselves to environmental preservation activities with the recognition that involvement in environmental issues is indispensable toour corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are essential to our business activities,
implementing eco-friendly logistics equipment and facilities, purchasing eco-friendly goods and promoting the reduction of waste volume andrecycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly. (Established on December 29, 2006)

Environmental Voluntary Plan
We have formulated the MLC (Mitsubishi Logistics Corporation)-Group Environmental Voluntary Plan as a specificpolicy pertaining to the Environmental Policy to review and implement specific measures in view of “measures toaddress future strengthening of regulations” and “maintaining and ensuring the competitive edge of our businesses.”
The specific measures of the guidelines include efforts related to facilities and equipment such as implementationof solar and wind power generators and greening of rooftops and walls, and efforts related to cargo handlingequipment and vehicles including enforcement of idling-stop practice and eco-driving, as well as selection ofenvironment-conscious suppliers. Based on these measures, the Group promotes Group-wide environmental
measures including appropriate responses to laws and regulations.
Our Declaration of Quality
Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows by gaining the trust of
stakeholders including customers in accordance with the “Code of Conduct.”

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent and sustainable society.
Providing services that are safe, high-quality and of benefit to society is one of the most important pillars supporting our corporate
activities. It is with this in mind that we strive continuously for quality improvement.
1. We always think from the customer’s standpoint and listen to the customer with sincerity, working to provide quality services that will win thetrust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections and implementing improvement efforts daily in theareas of safety and quality, our Group-wide quest is to achieve constant quality improvement.
3. We value communication and endeavor to provide an energetic work environment in which each member of the Company can be motivated(Established on September 1, 2008)
by sincerity and pride to strive for quality improvement.

Mitsubishi Logistics

Environmental and Social Report 202013

Promotion of CSR

The MLC2030 Vision
We have newly established the MLC2030 Vision as theideal image of the Mitsubishi Logistics Group in 2030
( see page 4: Top Message).
Our growth strategies aimed at achieving this vision
are as follows.

1. Establish a customer-oriented support system
The Group will establish a customer-oriented support systemwith a focus on the medical/health care, food/beverage, andmachinery/electrical machine industries as priority areas, and willtake on comprehensive supply chain challenges as thecustomer’s partner. Through these efforts, the Group will seek toexpand its business domain and boost its market share.
2. Expand overseas businesses
The Group will move forward with system enhancements to
support customer supply chains in the medical/health care andfood/beverage industries and strengthen its forwarding businesswith demand for high-quality cold chains*1 expected to grow in a
number of regions such as Southeast Asia (ASEAN).
*1 Services providing uninterrupted temperature-controlled
transport and distribution for refrigerated goods.

The MLC2030 Vision
Contributing to the improvement ofcustomer’s value, we offer comprehensive
logistics solutions to the management ofcustomer’s supply chains, from procurement
to distribution/sales, as their partner.

3. Secure stable profits in the port and harbortransportation and the real estate businesses
The Group will further enhance the competitiveness of the port
and harbor transportation business by leveraging its cargohandling services, which ranks the highest globally for efficiency,
while at the same time developing commercial complexes andfacilities and boosting its operational capability in the real estatebusiness. By doing so, the Group will seek to secure stableprofits.
4. Improve operational processes and further
utilization of new technologies
The Group will review the operational processes of all businesses
and facilitate efficient operations by utilizing new technologies
such as IoT, AI and robotics. Through these efforts, it aims to
improve service quality and production efficiency.
5. Strengthen the Group management base
The Group aims for growth by strengthening costcompetitiveness through organizational management across theCompany and its Group companies and securing/developing
human resources, particularly in the priority areas.

Management plan (2019–2021)
The following is an outline of the plan.
1. Positioning of the New Medium-termManagement Plan (2019-2021)
The Group has established the New Medium-termManagement Plan (2019-2021) as its first step inachieving the MLC2030 Vision. We are
implementing the following measures during thethree fiscal years from FY2019 to FY2021.
1. Strengthening the business foundations of
the priority areas
2. Establishing a system that leverages newtechnologies
3. Maintaining competitiveness in the port
and harbor transportation business4. Developing commercial complexes and otherfacilities for the real estate business andimproving the organizational structure thereof tostrengthen operational capabilities
5. Bolstering production efficiency through more
efficient operational processes and other means
6. Improving operational conditions to reform
workstyles and create innovation
7. Increasing shareholder returns
8. Promoting CSR-oriented management

14

Mitsubishi Logistics

Environmental and Social Report 2020

2. Financial targets
Figures of consolidated business results
Operating Operating
revenueincomeActual results for
FY2019Targets for
FY2021(Unit: ¥billion)

Ordinary
income

229.0

12.1

16.8

240.0

14.5

17.1

Consolidated operating revenue

Consolidated operating income(Unit: ¥billion)
300(Unit: ¥billion)
20.0

229.0

240.0

200

15.0

12.1

14.5

10.0
100

0

5.0

FY2019 (results) FY2021 (targets)

0

FY2019 (results) FY2021 (targets)

3. Financial strategy
With respect to the raising of funds for new investments,
the Group seeks to boost its financial leverage through arange of measures such as borrowings and the issuanceof corporate bonds, while following the principle ofmaintaining financial soundness.
4. Investment plan
During the plan period, the Group plans to makeinvestments totaling ¥100.0 billion (¥50.0 billion inlogistics and ¥50.0 billion in real estate).

Web

Promotion of CSR for every employee
CSR & Compliance Handbook
The Group prepared the Mitsubishi Logistics GroupCSR & Compliance Handbook (63 pages in A5 format)
to nurture the awareness of each
employee on CSR and compliance.
The handbook was distributed to all
executives and employees within theGroup in January 2012 for their dailyreference.
We position the handbook as astarting point to help them address
small questions and significant issues
CSR & Compliancein their routine business operations.
Handbook

CSR and Compliance Awareness Survey
The Company and domestic Group companies provide
Web-based surveys on awareness based on the
Mitsubishi Logistics Group CSR & ComplianceHandbook and the Environmental and Social Report todisseminate the understanding of CSR and compliance.
The surveys aim to increase employees’ awareness byproviding occasions in which every employee thinks offamiliar issues and finds the answers.

Training on CSR and Compliance
As measures to address the status of compliance with the Codeof Conduct and any issues noted in the internal audit results, we
endeavor to establish good working environments bydisseminating and entrenching our corporate philosophy andthe Code of Conduct and promoting CSR.
As for compliance, we hold training sessions concerningcompliance with the Act against Delay in Payment of
Subcontract Proceeds, etc. to Subcontractors with an emphasison training and confirmation regarding the methods for
managing and handling relevant documents, and the obligations
and prohibitions of the main subcontracting enterprise.
Web

Actual performance data on the CSR and compliance awarenesssurvey and the training on CSR and compliance can be viewed
on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Emphasis on communication
Timely and appropriate news releases
As the Group emphasizes the principles of social
responsibility such as accountability and transparency
in organizational decision making, news releases on
business activities are disclosed at the appropriate timeand in the appropriate manner.

You may view the news releases on the actual performancedata on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Information disclosure
We have an IR information page on the official Company website.
We use the information page to provide IR information, such as
management planning and policy, stock information, an IR
calendar, financial data, and IR information such as flash reports,
securities reports, English version of annual reports, business
reports, and consolidated results briefings.
We also have an English version of the IR information pageavailable for overseas shareholders and investors, and areworking towards more access to information disclosure foroverseas and international stakeholders.

Dialogue between shareholders/investors, analysts and top management
Easy-to-understand shareholders’ meetings
When we hold a shareholders’ meeting, we strive to provide
easy-to-understand information for the convenience of attending
shareholders by using video business reports with narration.
Results briefing
Company holds results
briefings twice a year (Mayand November) for investors
and analysts. In addition to
the explanation of the settled
accounting results, the top
management of the Company Results briefing for analysts
explains management policies
and the progress of management plans, conducts Q&A andtransmits a variety of management information. We are active inencouraging dialogue with market players not only throughtransmission of the information desired by investors and analysts
but also by integrating the feedback of useful views therefrom in
our actual business judgment.
Web

You may view the materials for the results briefing on
Mitsubishi Logistics’ Web site in the IR Information page.
HOME>INVESTOR RELATIONS>IR Information>Presentation

Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions that are
in danger of violating such rules, the Mitsubishi Logistics
Group has established a corporate ethics help line (Contact:
CSR·Compliance Team, General Affairs Division) as an internal
whistleblowing and consultation mechanism to reinforce
compliance management.
To raise the degree of recognition and encourage use of
the system, at the time of the “Check of the Compliance of theCode of Conduct” in December 2019 we checked whether all
executives and regular employees of the Group were familiar
with our internal reporting system and whether they intended
to use the system. Consequently, it was confirmed that almost
all the respondents expressed an affirmative opinion,suggesting widespread recognition of the system.
Mitsubishi Logistics

Environmental and Social Report 202015

Promotion of CSR

Confirmation of major CSR activities
The Group is committed to CSR activities so that socially responsible behavior will be disseminated among
employees as part of a willing cooperate culture.
Checklist for the confirmation of major CSR activities

Core subjects

Objectives/Goals

Organizational
Governance

Promoting the realization of our corporate
philosophy and strategies Review of goals,
standards, etc.

Reinforce CSR and compliance

Respect for Human
Rights

Improvement in the awareness of human rights

Respect human rights

Rewarding and friendly working conditions

Demonstrate every employee’s personality and competence,
undertake necessary security procedures, and support thecoexistence of employees’ working life and home life

Ensuring the safety of workers

Ensuring the safety of workers

Human resources development and training

Develop competent human resources who meet the requirementsof global human resources and who can manage global operations

Reduction of CO2 emissions as a measure for
reducing climate change

Further reinforce environmental countermeasures

Use of renewable resources

Preserve resources by reducing the environmental
impactContribution to the recovery of the eco-system

Implement global environmental measures frombiodiversity perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally
beneficial high-quality services

Improve service quality

Promotion of disaster measures to maintain
service functions

Maintain infrastructure in case of disasters

Contribution to cultural activities

Contribute to cultures in local communities, etc.

Contribution through donations, etc.

Support to victims of disasters

Appropriate
Working
Environment

Environmental
Conservation

Fulfillment ofSincere and Fair
Business Activities

Provision of Safe,
High-Quality and
Useful Services

Coordination with
Local Communities
and International
Society16

Tasks

Mitsubishi Logistics

Environmental and Social Report 2020

We summarize hereunder the setting of “Objectives/Goals,” the planning of “Activity process” and the confirmationof “Achievements/Results” with regard to major CSR activities that are categorized under the Seven Core Subjects inaccordance with the “Guidance on Social Responsibility” guidelines.

Activity process (Plan)

Achievements/Results

Division/Chamber/
Branch and/or Group
companies in charge

Disseminate the corporate philosophy and the management plan.
Deliberate how to promote CSR at the CSR and Compliance Committee.
Strive to improve the understanding of the Code of Conduct and theawareness of compliance.

Dissemination of the new management plan
Worksite meeting held every month (dissemination of our corporate philosophy
and our Management Plan).
Mar. 2020: Held the CSR and Compliance Committee meeting.
FY2019: Check for compliance with the Code of Conduct; Number of participants: 4,336.
FY2019: Compliance Awareness Survey; Number of participants: 3,476 (Web-based check).

General Affairs Division
Personnel Division
Planning & Business
Coordination Division
Other Divisions, Chambers
and Branches

FY2019 Human rights awareness training; held with 49 participants.

Personnel Division

Self-declaration once a year and interviews for appraisal conducted three times ayear.
Conducted “Health Promotion” seminars and annual health checkups.
FY2019 beneficiaries of the child-care leave system: 10 persons; beneficiaries of
the general care leave system: 31 persons.

Personnel Division

Monthly convening of Industrial Safety and Health Committee.
Number of serious industrial accidents in the Port and Harbor Operation Business:zero.

Personnel Division
Harbor Transportation
Business Division
BranchesEndeavor to develop human resources that can contribute not only tocorporate growth but also to social development.

FY2019 logistic training with 238 participants.
Securing opportunities to take training programs through e-learning courses.

Personnel Division

Promote the construction of Disaster-Resistant and Eco-Friendly Warehouses
and Disaster-Resistant and Eco-Friendly Office Buildings, which focus on
ensuring business continuity in case of a disaster and considerations for the
global environment.
Enhance the shift of existing lighting devices to LED lighting.

FY2019: The existing lighting devices (around 3,500 units in total) at ourwarehouses were changed to LED lighting.

Technical Division
Branches

We promote the implementation of large-scale solar power generationequipment in existing equipment in line with the government’s policy ofenhancing the use of renewable energy.
Expand the use of environmental-friendly vehicles for company vehicles.
Promote the reduction of waste.

Started operation of solar power generation facilities at the Seishin Distribution
Center Phase 2 building in Kobe in November 2019 with a total output of 400 kW,
and at the Minamihonmoku Distribution Center in Yokohama in March 2020 with a
total output of 220 kW.
Since Mar. 2016: The Eitai Dia Building has been certified as a “Near-Top-Level
Facility” under the Tokyo Metropolitan Environmental Security Ordinance.

Warehousing and Distribution
Business Division
Real Estate Division
Technical Division
Branches

Conduct reforestation through volunteer activities and donations as apartner of reforestation of Kanagawa Prefecture.

Oct. 2019: Reforestation activities held with 35 participants.

General Affairs Division Tokyo
Branch Yokohama Branch

Strive to disseminate the awareness of respect for human rights among all
employees by establishing a dedicated promotion system.
Conduct education on human rights.
Streamline the personnel system in the pursuit of creating worksites where
employees can demonstrate their personality and competence.
Execute industrial safety and health-related measures to maintain andenhance employees’ health.
Promote a work-life balance to support the sound development of the next-generation children.
Work on industrial safety and health-related activities among operatingbases in an aim to prevent industrial accidents.
Promote the prevention of industrial accidents and conduct periodic disasterprevention drills and meetings in the Harbor Transportation Business Division.

Hold training sessions for the compliance of the Act against Delay inPayment of Subcontract Proceeds, etc., and the prevention of insider
trading.
Distribute information security questionnaires to disseminate the awarenessof security.
Take specific initiatives for quality improvement at each of the operatingsites, subsidiaries and affiliates.
Reestablish our information systems for warehousing and distribution center
operations to improve the quality of logistics.
Deepen people’s understanding of the logistics of relief supplies in case oflarge-scale disasters.
Pursue additional designations of our facilities as support/relief goods
logistics base facilities, which is a concept primarily advocated by the
Ministry of Land, Infrastructure, Transport and Tourism.
Thoroughly implement disaster prevention measures at facilities.

Hold activities that aim to coordinate with local communities andinternational society.

Raise and provide relief funds for disasters that happen in Japan andoverseas.

FY2019: Lecture for compliance with the Act against Delay in Payment of
Subcontract Proceeds, etc.; Number of participants: 1,951 (Web-based check).
FY2019: New employee training on Prevention of Insider Trading; Number ofparticipants: 67.
Number of respondents to the FY2019 Information Securities Questionnaire: 3,315.
Held regular quality improvement conferences.
Quality education at monthly safety conferences and information exchanges atregular conferences with customers conducted.
Commendation system for improvement activities was carried out.
Following the implementation of a new warehousing and distribution center
operations system (G-MIWS) was completed on offices during the first half of
FY2017, we constructed support systems.
Total number of designated support/relief goods logistics base facilities: 11.
Fire prevention inspection patrols in facilities of the Company and the Group wereconducted (annually).

General Affairs
Division
Information
Systems Division
Planning & Business
Coordination Division
Personnel Division
Warehousing and Distribution
Business Division Information
Systems Division
Branches
General Affairs
Division
Warehousing andDistribution Business
Division Technical
Division Branches[Yokohama Bay Quarter]
Aug. 2019: Held the “Charity Ennichi (Street Fair).”
Aug. 2019: Held the “Radio Exercise.”
Held running club events (monthly)[Nagoya Branch]Installed flower beds in the greenbelt near Nagoya Station.
[Osaka Branch]Participated in blood donation activities together with customers.
[Kobe Harborland]
Harborland Cleanup Movement (monthly)[Kobe Harborland umie]
Feb. 2020: Engaged in a joint fire drill with the Kobe Chuo Ward Fire Station.

Real Estate
Division
Yokohama Dia
Building
Management
Corporation
Nagoya Branch
Osaka Branch
Kobe Branch

Nov. 2019: Provided relief funds for disaster victims of Typhoon Hagibis

General Affairs Division
Other Divisions, Chambers
and Branches Group
companies

Mitsubishi Logistics

Environmental and Social Report 202017

Organizational GovernanceTo ensure socially responsible positive decision making, it isnecessary to establish organizational processes to optimallyutilize the Group’s philosophy, strategies and standards.
As for organizational governance, the Group recognizes andstrengthens such issues as “Promoting the realization of ourcorporate philosophy and strategies,” “Entrenchment of thecompliance of standards, etc.,” “Confirmation of theprocesses of implementation for action plans” and “Review
of goals and standards, etc.”

Corporate GovernanceMay 2019: Group Management Meeting

Promoting the realization of ourcorporate philosophy and strategies

Basic stance
The Company recognizes the enhancement ofcorporate governance as a significant business issue
that will enable us to carry out our social mission andresponsibilities as a publicly listed company and to aim
for sustainable growth and development. Accordingly,
we are working to enhance the function of the board of
directors and board of auditors by appointing outside
directors and auditors. On April 30, 2020, weestablished a Nomination and Compensation
Committee as an advisory body to the Board of
Directors to further enhance the objectivity andtransparency of the procedures for determining thenomination and compensation of directors.
In addition, we are endeavoring to boost corporate
governance through multiple initiatives, such as:
establishing an internal control system through drafting
the rules of conduct for our executives and employees,
setting up the Internal Control Committee, the CSR
and Compliance Committee, and enhancing an internal
audit system; instituting a risk management system via
the Risk Management Committee; and, finally, by
reinforcing disclosure through the early publication offinancial statements.( See the chart of corporate
governance system below)

Disseminating the corporate philosophy
and the management plan (Basic Strategy)
The Group has expressed the goal of “contributing to therealization of an affluent and sustainable society” in its
corporate philosophy ( see page 4: Top Message) to makeits intent of strengthening social responsibility known to every
party concerned within the Group.
To facilitate this goal and achieve the MLC2030 Vision( see page 14), the Company is engaged in the following
specific measures in its management plan, and endeavors todisseminate them at worksite meetings and other occasions.

Specific Measures
1. Strengthening the business foundations of the priority areas
2. Establishing a system that leverages new technologies
3. Maintaining competitiveness in the port and harbor transportation business4. Developing complexes and other facilities for the real estatebusiness and improving the organizational structure thereof tostrengthen operational capabilities
5. Bolstering production efficiency through more efficient
operational processes and other means
6. Improving operational conditions to reform workstyles andcreate innovation
7. Increasing shareholder returns
8. Promoting CSR-oriented management

Chart of corporate governance system

General Shareholders Meeting
Board ofDirectors
Nomination
and Compensation
Committee

Executive Committee(Consultative bodyconsisting of directors
with special titles)

General Managers’
Meeting

Group Management
Meeting

Corporate Board of Corporate
Auditors
Auditors

Independent
AuditorCorporate Auditors’
Chamber

Chairman of the Board
President
Managing Directors
Internal Control
Committee

Respective Divisions, andChambers of the Head Office
6 branches
54 subsidiaries (including
21 overseas subsidiaries)
15 affiliates

Internal Audit
Department

CSR and Compliance
Committee
Risk Management
Committee

In executing the Specific Measures above, the Group
complies with the seven principles of social responsibility
under the Guidance on Social Responsibility. The Group
companies have stipulated the Code of Conduct in linewith the seven principles, and their employees strive toself-check and confirm their behavior by using the CSR& Compliance Handbook.

Review of goals, standards, etc.
Deliberating at the CSR and Compliance
Committee (meetings held in March)
To promote CSR activities in the Group, the CSR andCompliance Committee was established in September 2006.

18

Mitsubishi Logistics

Environmental and Social Report 2020

In fiscal 2019, the committee met in March 2020and deliberated on the improvement of compliancebased on the self-check of thestatus of complying with theCode of Conduct, as well as on
trends and measures in ourinternal reporting system andmatters to be addressed in thefollowing fiscal year and thereafter. CSR and Compliance Committee

System” to ensure the appropriate execution of duties
by executives and regular employees and theappropriateness of corporate affairs.
Furthermore, the Company improves the systems
necessary for ensuring the appropriateness of financial
reporting and prepares and submits the Internal Control
Report regarding the evaluation of the effectiveness ofinternal control relating to financial reporting inaccordance with the Financial Instruments andExchange Act.

Entrenchment of the complianceof standards, etc.

Confirming the process for bonded operations, etc.,
under the Authorized Warehouse Operators’ Program

Disseminating the awareness ofcompliance
The Group endeavors to instill awareness of compliance based on
corporate ethics in every employee through the employee’s selfcheck on the status of complying with the Code of Conduct, which
was formulated as the social norms for employees in executing theirduties, as well as by thoroughly promoting training on compliance.
The self-check on the status of compliance previously
targeted the Company and domestic Group companies. Effectivefrom fiscal 2013, the scope of the self-check has been extended
to cover overseas Group companies using English texts.
Web

Actual performance data on the compliance situationof the Code of Conduct may be viewed on Mitsubishi
Logistics’ Web site in the “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Business processes are confirmed via
internal audit
The internal audit of the Company is performed mainly by the
Audit Division in accordance with the internal audit regulations
and the internal audit plan. The audit operation is supported
by branch auditors and audit assistants positioned at the
Head Office and respective branches. The purpose of theinternal audit is to precisely grasp the status of corporate
affairs and the financial position so that it can be used forprevention of fraud and errors, and rationalization ofmanagement and improvement of business operations andraising operating efficiency. The Audit Division reports theresults of audits regarding the Company and subsidiaries tothe management team. The General Affairs Division supports
the follow-up checks on any issues noted in the audit results,
if any, and reports the results to the management team.
The Audit Division keeps close contact with the corporate
auditors and provides them with internal audit information tocooperate with the corporate auditors’ audits.

The Authorized Warehouse Operators’ Program, one of the
AEO Systems (*1), is a system for certifying managers ofbonded warehouses and bonded factories as authorized
warehouse operators after they meet set conditions
concerning compliance and other regulations. Theseauthorizations ensure preferential treatment such as simplified
procedures and exemptions from permit fees, etc. and theCompany received approval as an authorized warehouse
operator and further enhanced compliance activities incustoms-related processes and all other import/export
services. In April 2016, the authorization has been renewed,
and we will continue to strive to provide highly reliable anddependable logistics services for our customers.
Meanwhile, the Company acquired certification as
Authorized Customs Brokers under the
AEO System in June 2017, and eachGroup company on the dates shown in
the table. An authorized customs broker
is a customs clearance operator subject
to various preferential privileges, which
is authorized by the customs office toarrange for security management
system regarding cargo and companywide compliance system. The Company
strives to further improve the quality ofCertificate of AEO Customs
Broker (The Company)
customer service going forward.
	Status of acquisition of certification as Authorized

Customs Broker by the Group
Company nameDate of certification

Monryo Transport Corporation

September 2012

Keihin Naigai Forwarding Co., Ltd.

June 2014

Ryoyo Transportation Co., Ltd.

April 2017

Mitsubishi Logistics Corporation

June 2017

Naigai Forwarding Co., Ltd.
Fuji Logistics Co., Ltd.
Unitrans Ltd.

Confirmation of the implementation
process of action plans
Confirming the appropriateness ofoperations via internal control
The Board of Directors of the Company resolved the“Basic Policy on the Improvement of an Internal Control

February 2018
May 2018
November 2019

*1. Systems that provide measures that ease and simplify customs
procedures for business operators who have constructed cargo
security management frameworks in compliance with laws andregulations, aiming both to secure and smoothen international
logistics security, as well as to enhance Japan’s international
competitiveness.
The policy for implementing and constructing AEO Systems is set
within the SAFE Framework of Standards to Secure and Facilitate
Global Trade adopted by the WCO (World Customs Organization).
Japan’s AEO Systems comply with said policy.
(Source: Japan Customs Web site)

Mitsubishi Logistics

Environmental and Social Report 202019

Respect for Human Rights
Respecting human rights is the basis for complying withlaws and regulations and fulfilling social responsibility.
Regarding the respect for human rights, the Group
recognizes and addresses such issues as improvementof employees’ awareness of human rights.

May 2020: Central Management Conference

Improvement in the awareness ofhuman rights
Striving to disseminate the awareness of respect forhuman rights with every employee by establishing a
dedicated promotion system
The Company is committed to educating employees onhuman rights issues with the aim of creating a “positive
worksite atmosphere in which every employee’s human rights
are respected and personal competence and personality canbe fully demonstrated.”Specifically, every year the Company offers a humanrights awareness course for 1–2 hours in the stratified training
curriculum under the established human rights training
promotion system.
In fiscal 2019 a total of 49 employees participated in the
training for new employees.
At the training sessions, participating employees not only
listened lectures, but also exchanged views on diverse
concrete examples to deepen their understanding.
The Company endeavors to raise the awareness ofhuman rights by inviting slogans for human rights awarenesseven to loaned or dispatched staff members. In parallel withthis approach, we have established a helpline dedicated toharassment issues that takes initiatives to prevent or resolve
various worksite harassment cases.
Web

Actual performance data on human rights training canbe viewed on Mitsubishi Logistics’ Web site in“Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Respecting human rights throughbusiness activities
Outsourcing works to a provider of continuous
employment support service, where people
with disabilities are working
The Company outsources the digitalization process forin-house documents and data to Japan Church World
Service, Inc., Tokyo Itabashi Welfare Factory wherecontinuous employment support service is provided topeople with disabilities, who may have difficulties inconventional work settings.

20

Mitsubishi Logistics

Environmental and Social Report 2020

The Company considers that this outsourcing canhelp more people with disabilities to work on acontinuous basis and play active roles in society while
having independent lives.
	Slogan for human rights awareness (some of slogans
Submitted to the Company)

Slogan for human rights awareness (Employees’ section)

Caring for each individual makes
everyone feel comfortable

VOIC E

Reflection on the Human
Rights Training
Nobuki Kaneko
Harbor Transportation Dept., C-11 Office, Osaka Branch

In the human rights training, we learned
about harassment and gender issues by working withcase studies. We worked in groups of several people,
exchanging opinions on how we felt about the themes
we were given. I thought that everyone would feel thesame way but the fact that various people put forward
different opinions made me reacknowledge that there
are differences in how people feel. These problems
stem from a lack of mutual understanding and an
intolerance to differences. I felt that going forward, as
the opportunities to interact with people of different
genders, ages, and cultures increase, I need to set
aside my preconceived ideas and think about how they
feel on each occasion.
The COVID-19 pandemic has highlighted various
human rights issues. While it seems true that we are stilla long way from achieving a society where everyone
can live comfortably, I would like to act with a sense ofawareness of these problems.

Appropriate Working Environment
An appropriate working environment serves to stabilize employees’ living
standards, is the source of meaning in employees’ lives and is indispensable forsafety and health, productivity growth, human resource development and so forth.
Regarding the appropriate working environment, the Group recognizes andaddresses such issues as “Respect of labor-management relations,”“Employment and the importance of the employment relationship,” “Rewarding
and friendly working conditions,” “Ensuring the safety of workers” and “Human
resource development and training.”

Respect for labor-management relations
Having close communications with thelabor union
The collective labor agreement entered into between the
Company and the Mitsubishi Logistics Union stipulates the
responsibility of the Company and that of the union as follows
on the stance of labor-management cooperation.
1. (Company’s Responsibility)
The Company shall proactively strive to maintain andimprove the working conditions and promote thewelfare of employees to improve the status of
employees and ensure stable livelihoods.
2. (Union’s Responsibility)
The labor union shall strive to maintain public order at
the worksite and promote the working capabilities of its
affiliated employees, as well as fully cooperate with theCompany for the growth of the Company’s businessbased on democratic foundations.

Labor-management consultations and negotiations
are handled at the Management Conference, which is
attended by representatives of both parties.
There are two types of Management Conference:
the Central Management Conference, which is held
between Head Office and the union’s headquarters,
and the Operating Site Management Conference,
which is held between each branch and each lodge.
Each conference meets once per month.

Sub-entrance Hall, Seishin Distribution Center (Phase 2), Kobe

We offer a wide range of opportunities to both new andprofessional or experienced applicants by making the mostof the Company’s Web site and various kinds of PR media.
Status of employees

Status in fiscal 2019
Number of regular employees(consolidated)
Number of temporary employees(consolidated)

Endeavoring to ensure human resources systematically and stably
while respecting equal employment opportunities and diversity
In recruiting employees, our basic policy is to respect equal
employment opportunities and diversity.
In our recruiting activities, we have introduced an open
entry system without making any distinction as regards theschool of graduation or faculty that takes into account the fair
employment of applicants from a long-term perspective tosystematically and stably ensure human resources.

4,625
2,564

*Group companies have no statistical data regarding employees’
average age and years of service.
Number of regular employees
952 (611 men / 341 women)(non-consolidated)
Average age (non-consolidated) 39.9 years (men: 39.6 years; women: 40.3 years)
Average years of service
16.1 years (men: 15.4 years; women: 17.3 years)(non-consolidated)
Number of temporary employees
794(non-consolidated)
Status of new graduate recruits(joining the Company in April 2020)
University graduates 47
Male university
25
graduates
Female university
22
graduates
Junior college/Vocational0college graduates
High school
4
graduates/Others
Total
51

Status of mid-career recruits(joining the Company between April 2019 and March 2020)
University graduates
16
Male university
14
graduates
Female university
2
graduates
Junior college/Vocational
3
college graduates
High school
2
graduates/Others
Total
21

Status of new graduate recruits retained
New graduate recruits joining
the Company in April 2017
Men and women total
42

Men
Women

Employment and the importanceof the employment relationship(as of the end of March 2020)

23
19

No. of recruits retained as ofApril 2020 (percentage)

40
22
18

(95.2%)(95.6%)(94.7%)

Rewarding and friendly working conditions
Strive to improve the environment in which both
employees and the Company can raise mutual values
The basic philosophy of the Company’s personnel policy is toassist its employees to grow and improve their work-lifebalance and to assert that both employees and the Company
can raise mutual values through the sustainable growth of theCompany.
To realize this philosophy, the Company endeavors to
improve worksite environments so that employees can
Mitsubishi Logistics

Environmental and Social Report 202021

Appropriate Working Environment

demonstrate their individuality and competence to the utmost
extent with improved motivation and better workplaceenvironments, through a variety of personnel and educational
systems.

Streamline the personnel system in the pursuitof creating worksites where employees candemonstrate their individuality and competence
The Company strives to improve worksite environments inwhich every employee can fully demonstrate his/herindividuality and competence.
Self-declaration system
According to the self-declaration system, the Company’s
employees declare their satisfaction rating with their current
duties and career plan among others, once a year. The
declaration includes the desired conditions of their next
workplace, etc., so that the Company may pay attention not
only to employees’ business duties but also to every
employee’s life plan. The content of the declaration is actuallyused for personnel transfers and the career development
program.
Evaluation and treatment of employees
The Company treats employees in accordance with fair,transparent and well-received appraisal systems. Directinterviews between managers and subordinates, which areheld three times a year (at the time of target setting, midyear
retrospection and year-end retrospection), are especiallyemphasized, enabling managers and subordinates to deepen
communication with each other. The evaluation results areused for an appropriate division of labor within the business
unit and advice on career planning.

Execute industrial safety and healthrelated measures to enhance
employees’ good healthTo effectively fulfill its obligation of safety, which is required ofevery corporation, the Company proactively takes initiatives
to maintain and promote employees’ health.
Regular medical checkup
A medical checkup is conducted once a year that focuses on
tests for lifestyle-related diseases. Although long working
hours have become a social problem in recent years, theCompany has implemented a framework to minimize thehealth risks of employees due to a heavy workload throughenhanced interview guidance from industrial physicians tothose with long working hours.
Health promotion
Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures (onmental health and eating habit guidance) given by experts,
simple aerobics dance programs are offered to encourage
employees to engage in light physical exercise.

Involvement in mental health activities
focusing on precautionary measuresand preventing recurrence
The Company considers it important to support every employee inhaving a purposeful life by ensuring systematic and constant care forhis/her mental health.
To promote mental health care in accordance with the “Guidelines
for maintenance and promotion of mental health for workers” of the
Ministry of Health, Labour and Welfare, the Company has taken avariety of initiatives such as reinforcement of in-house education andtraining, cultivation of dedicated staff in charge at operating sites,
implementation of the stress check system following the Partial
Revision of the Industrial Safety and Health Act and improvement of
networks via collaborations with external professional organizations.

Promotion of Workstyle Reforms
At the Company, we have constructed a mechanism to monitor
and manage the appropriate number of working hours based on
PC usage, where employees and their supervisors can check theirworking situation at any time. We also consider that a change of
attitude is necessary to bring about a decrease in overtime work,and held briefing sessions for managerial employees aimed at
reducing overtime. This attitude was disseminated to employees
through measures such as worksite meetings. In addition, theCompany and labor union regularly confirm the amount of overtime
work and number of days of leave taken by employees, and share
information on effective initiatives such as flextime and no-overtime
day, through forums such as the Management Conference and theCommittee on the Improvement of Working Hours, etc.

Revised the dress code as part ofworkstyle reforms
As part of our workstyle reforms, in January 2020 we revised the
dress code to give employees more freedom and allow them tochoose clothes that feel comfortable when working. We anticipate
that this will lead to improved business efficiency and productivity,
and that employees will be able to propose new ideas freely.

Promoting the work-life balance to support thesound development of the next-generation children
Pursuant to the implementation of the Act on Advancement of
Measures to Support Raising Next-Generation Children, the Company
formulated the “Ordinary Business Owner Action Plan” andimplemented a child-care leave system, a reduced working hours
system, a nursing care leave system, a general care leave system anda family care leave system to assist with the coexistence of employees’
working life and home life. Furthermore, the Company encourages theenhanced use of annual paid vacations to reduce working hours in ayear and has introduced a systematic granting system (six days peryear) of annual paid vacations under labor-management collaboration.

Promoting welfare measures to help
employees cultivate the energy to work
A variety of systems are available in compliance with the threecatchphrases of “Provision of security,” “Recreation” and “Promotion ofresidential house acquisition” for the promotion of employees’ welfare.

22

Mitsubishi Logistics

Environmental and Social Report 2020

Acquisition results for various systems
SystemResults (number of beneficiaries)
FY2015 FY2016 FY2017 FY2018 FY2019

Descriptionof absence is allowed for a desired period until a childChild-care leave Leave
becomes 2 years old.
Reduced working Service hours may be reduced by up to 2 hours per day forhours
nurturing a child.
Leave of absence is allowed for a desired period within one
Nursing care leave year to take care of a family member in need of nursing care.
General care leave Paid leave for nursing care of a child (up to 10 days per year).
Family care leave Paid leave for nursing care of a family member in need ofnursing care (up to 10 days per year).

13

8

7

13

10

17

22

25

28

28

0

0

0

0

0

27

29

38

34

31

0

4

4

5

10

* The number of beneficiaries in the child-care leave and nursing care leave are calculated based on the year employees started taking their leaves.

VOIC E

Having taken general care leave
Mizuho Koganei
Planning Team, Planning & Business Coordination Div.

Club activities (Futsal Club)

Major welfare programs of the Company:
1. Provision of security
Retirement benefits, corporate pensions, family
allowance, housing allowances, condolence money,
celebration of a birth, the ESOP (Employee Stock
Ownership Plan) association, group insurance, thereserve for pension and asset formation, multipurpose
accommodation loans and the granting of companyowned houses to employees via job transfers
2. Recreation
Recreation facilities, in-house sports events (baseball,tennis and futsal), the Mitsubishi firms’ martial arts
tournament, refresh leave (long-service and midlevel
workers)
3. Promotion of residential house acquisition
Reserve for house acquisition and asset formation,
in-house loans and tie-up loans

VOIC E

Having taken child-care leave
Takuya Uehara
Accounting Dept., Yokohama Branch

I took child-care leave for one month for thebirth of my first daughter. As this was myfirst experience in child raising, I consulted
with my manager from around four months prior to my due
date and started making adjustments to my work.
Once the child-care leave started, I was extremely busy
every day, and looking back, the month just flew by. I think thebiggest advantage of taking child-care leave was not only that
I could take care of my newborn daughter but also that I wasable to support my wife, who was exhausted after giving birth.
My daughter started eating solids when she was six
months of age. She was very adorable when her cheeks werestuffed with food from the spoon in my hand and took to mequite well. I think it’s because I was able to spend much timelooking after her.
Not only did everyone at my workplace accept myapplication for child-care leave but they also gave me a lot of
support in terms of my work. I feel truly grateful to everyone.

I have an 18-month-old daughter who has
been going to a nursery school since I
returned to work when she reached 11months of age. When all the children are together at nurseryschool, various infections are passed around from child tochild, and once a child becomes sick, they have to takeseveral days off until they can return. It was extremely helpful
to me that at those times I was able to take general careleave.
I felt very guilty for handing over my work to mycolleagues while I was taking the general care leave, but
thanks to the warm support of everyone at my workplace, I
was able to change my mindset and concentrate on looking
after my daughter.
I may take general care leave again in the future. I will
focus on my daily work so as to cause as little inconvenience
as possible if that happens, and do my best to actively repay
the favor if someone else suddenly has to take a leave.

VOIC E

Participating in the Mitsubishi
Firm’s Track-and-field Tournament
Seiya Taira
Technical Team, Technical Div.

The Mitsubishi Firm’s Track-and-field Tournamentis a competition held once a year that brings together MitsubishiGroup companies to compete in track events such as 100-meterand 1,500-meter races and field events such as long jump and shot
put. Last year, 13 companies from the Mitsubishi Group entered thetournament with over 100 participants. Our company had 6
members including men and women from the Track & Field/
Marathon Club. Although the number of our participants was fewer
than other companies with our entry in only 8 events, we were able
to work together as a team and came in 8th overall. The employees
participated in various events regardless of their experience, put
their daily practice to good use, and enjoyed the tournament.
The tournament also provided an excellent opportunity forparticipants to get to know employees from other branches andfrom the different Mitsubishi Group companies with whom they do
not usually interact. The number of participants from the Company
has increased for five consecutive years since we first entered thetournament in 2015. We would like to further encourage the Track &Field/Marathon Club so that we can continue to provide an
opportunity for more employees for interaction.

Mitsubishi Logistics

Environmental and Social Report 202023

Appropriate Working Environment

To ensure employment opportunities for theelderly, motivated retiring employees are provided
with places to demonstrate their competence
In terms of employment opportunities for the elderly, theCompany has strived to guarantee the employment of
employees up to 62 or 63 years old before the establishmentof the related laws through measures such as a job
placement service to help them with reemployment at
subsidiaries or affiliates and the reemployment of those withexpertise in certain business fields.
In response to the establishment of the relevant laws, weestablished our continuing employment system to ensurethat applicants can continue to work up to 65 years of age
under certain criteria, and the system has been applied toaround 90% of those applicable.

Improving access in the work environment toincrease the employment of people with disabilities
There are physically challenged employees who work indiverse operations at the Company. However, as of June 1,
2019, the Company’s employment rate of said employees
was 1.92%, lower than its legally mandated 2.20%
employment ratio. We will continue to steadily strengthen
improvements of the worksite environment in which people
with disabilities can easily demonstrate their capabilities andcompetence, aiming to reach our legally mandated
employment ratio as soon as possible.
Employment ratio of employees with disabilities
June
2014

June
2015

June
2016

June
2017

June
2018

June
2019

Number of
employees withdisabilities (actual)

16

16

14

14

14

15

Employment
ratio (%)

2.05

2.05

1.86

1.83

1.80

1.92

Obtained a loan under the DBJ Employees’
Health Management Rated Loan Program
In February 2019, the Company was rated by theDevelopment Bank of Japan Inc. (DBJ) under the DBJ
Employees’ Health Management Rated Loan Program, andobtained a loan based on this rating. Under the program,
DBJ evaluates corporate initiatives related to employee
health, and loans money under favorable conditions tooutstanding companies in this area.
In addition to steady initiatives aimed at compliance withhealth and safety laws and regulations, the Company was
also highly rated for actively implementing measurescontributing to the maintenance and improvement of
employees’ mental and physical health, such as organizing
health seminars, as well as the continuous promotion ofbusiness improvement, through measures such as thecommendation system for improvement activities.
Going forward, we will continue to strive to improve thehealth of employees through this system and other initiatives.

24

Mitsubishi Logistics

Environmental and Social Report 2020

Ensuring the safety of workers
Striving to conduct industrial safety and healthactivities via collaborations among operating basesin the pursuit of prevention of industrial accidents
Each branch has an “Industrial Safety and Health Committee” (and a
Health Committee at Head Office) to share information with operatingbases including operation-commission and cargo-handlingcompanies where operations are outsourced. In addition, we strive
to prevent industrial accidents by conducting safety and healtheducation and safety patrols inside and outside the facilities.

Implemented countermeasures against
COVID-19 to continue business operations
In order to stop the spread of COVID-19, which was seen also inJapan in 2020, we introduced basic countermeasures including
avoiding the 3Cs, maintaining social distancing, and wearing masks.
We also adopted staggered working hours, working from home, aban in principle on business trips, a ban in principle on meetings
involving food and drinks inside or outside the Company, and healthchecks, while encouraging various measures such as hand washing,gargling, and following coughing etiquette. These efforts enabled us
to continue business operations and protect the health of ouremployees.
Some distribution centers continued operations based on abusiness continuity plan that they had formulated in advance, whileat branch offices, we installed vinyl curtains between employees’desks and at reception areas for truck drivers from outsourced
transportation companies and other visitors arriving for appointments
in order to prevent droplet infection.
Going forward, we will continue to prepare not only for COVID-19
infections but also for other infectious diseases and various disasters
in order to ensure the safety of our employees and continue
operations as our corporate social responsibility.

Measures adopted by various branches

Overland transportation: Strengthen ensuringsafety with safety measures and the preventionof accidents in the transportation field
Ryoso Transportation Co., Ltd. (a company that specializes inoverland transportation that is in charge of the overlandtransportation business of the Company), aims to increase thesecurity of transportation and ensure safety through concerted efforts
with the recognition that ensuring the security of freight transportationis the pillar of our business management. In addition, Ryoso
Transportation engages in the internal audit of compliance with
relevant laws and regulations such as the Motor Truck Transportation
Business Act and the Road Traffic Act, and steps are taken to ensure
the dissemination of information on compliance with these laws andregulations. Operations are checked at all times from a safety
viewpoint, fully recognizing the public nature and importance of thefreight trucking business. As initiatives for daily accident preventiveactivities, they also hold safety conferences, conduct safety patrols
and hold head office and all-branches marketing staff conferences.
Furthermore, they conduct thorough checks at all car-allocation
bases using a high-performance alcohol detector unit to check at rollcall whether any crew members have been drinking.
Apart from the measures above, they implement initiatives forindustrial safety and health via appropriate instructions and education
given to crew members based on the
results of regular medical checkups,
to which tests for lifestyle-relateddiseases have been added, andregular diagnosis of the driving
competence of the truck crews is
Alcohol detector unit
conducted.

Warehousing Business Division: Promoting safety
patrols and working to prevent accidents
Each office in the Warehousing Business Division (including some
operating bases in the International Transportation Business Division)
conducts regular safety patrols. During these safety patrols,
employees of the Company and ouroperating companies jointly patrol
warehouse sites to check the statusof the facilities and the cargo storage.
In addition, they hold meetings
depending on the outcome of thepatrols and take measures to prevent
accidents in efforts to ensure theSafety patrol (Warehousing
Business Division, Osaka Branch)safety of employees and cargo.

VOIC E

Measures to Ensure
Safety and Security
Eiji Shimane
Deputy General Manager, Sales Div.,
Ryoso Transportation Co., Ltd.

Here at Ryoso Transportation Co., Ltd., as part of our corporatesocial responsibility, we not only work to secure safety and security
through transport accident prevention, but are also actively involved incompliance with laws and regulations of all kinds, as a trucking
business operator certified as an excellent safety (G mark) enterpriseby the Ministry of Land, Infrastructure, Transport and Tourism. From
January 2019, we commenced “trucking business audits” conductedby the Planning & Business Coordination Division, aiming for the
standardization of business across all branches, as well as the further
improvement of business standards. In addition, in February 2020, we
submitted a declaration of voluntary action in support of the purposeof the White Logistics promotion campaign advocated by the Ministryof Land, Infrastructure, Transport and Tourism, among others.
Furthermore, we strive to reduce the environmental burden, including
the practice of idling-stop, and aim for logistics that are friendly to theglobal environment.
While undertaking such initiatives, in response to the increasing
diversification and sophistication of customers’ needs, we are
implementing duty- and position-based education aimed at raisingawareness of employees, and holding safety meetings and safety
patrols. Through these measures we are endeavoring to ensure
thorough information sharing and precise operational instructions, aswell as promote the maintenance and improvement of mental andphysical health. We will continue to strive for safe transportation andthe further improvement of transportation quality with the motto,“More swiftly, reliably, and safely.” (Group company of the Company)

Harbor Transportation Business Division: Promote
the prevention of industrial accidents and conductperiodic disaster prevention drills and meetings.
The port and harbor operations inevitably involve agreat variety of cargo handling work in association withvarious receipts and deliveries at ports. For smoothand safe cargo handling operations, we implemented
various activities based on the countermeasures
prepared by each operating site. Furthermore, we holdregular meetings before work and monthly safety andhealth meetings jointly with relevant suppliers at which
we analyze industrial accidents and cargo accident
cases in order to raise awareness of safety and healthand share the intent with all workers.
We are making efforts to improve working
environment and grasp situations by taking measures
for the ever-changing environment, including reviewing
the format of regular safety patrols. In this manner, we
will always look for new ways to improve safety andhealth, actively implement ordinary safety promotion
activities and continue daily awareness activities. We
believe that those efforts will help prevent industrial
accidents and ensure the safety of workers.
Specific initiatives executed at the respective ports
are summarized in the following table.
	Description of specific initiatives taken at the respective

ports and results/achievements
Description
We hold a briefing meeting before carrying out ship operations to confirm thecontent of the intended operation, check the work uniform including the fluorescentvests and call workers’ attention to safety (daily).
A safety and health meeting is held jointly with the relevant suppliers (monthly).
We implemented safety patrols at operating sites jointly with the relevant suppliers(monthly). (Quarterly joint patrols are conducted with the participation of superiors.)
We regularly confirm and replenish safety gear (safety belts for high-place
operations, fluorescent safety armbands, emergency stretchers, etc.).
Information such as cases of accidents is shared with other operators operating at
the same harbor terminal at operators’ liaison meetings, etc., and the content isshared at safety conferences at our worksites and with suppliers.
We promote the speed limit for dedicated, in-yard trucks, which are driven within
the container yards (via the successive installation of excessive speed lamps).
We participate in outside workshops and training sessions (as needed).
Results/Achievements
No serious industrial accidents were reported in fiscal 2019.

Human resources development and training
Endeavor to develop human resourcesthat can contribute not only to corporate
growth but also to social development
Concept image of ideal human resources

With the “Code of Conduct” in mind, every employee
aims to undertake a role not only in corporate growth
but also in the development of society by conducting
himself/herself in the following manner.
Mitsubishi Logistics

Environmental and Social Report 202025

Appropriate Working Environment

1. Keep faith in others, and conduct yourself withintegrity and a sense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a sense of creativity.
5. Have a good teamwork spirit and cooperate withyour colleagues.

Training system
The Company focuses on developing human resources thatcan precisely respond to internal and external needs.
The Company therefore strives to upgrade employees’
business skills and the organization’s strength throughtraining by service year of employment. At the same time, theCompany offers several
training programs to raise
employees’ expertise suchas management capabilities,
readiness for globalizationand operational capability toenable employees to acquire
professional skills in
response to the content ofTraining for newly appointed
their business duties.
managerial employees

Extending the Content of the Logistics
Training
At the logistics training, the lecturers are dispatched mainly
from among active employees so that employees assigned toposts at logistics sites can improve their necessary expertiseand skills.
In fiscal 2019, lectures regarding the latest trends inlogistics, human error countermeasures, improvement activities,
and logistics proposals, etc. were held with 238 participants
coming from the Company and also subsidiaries and affiliates.
Furthermore, the lectures were recorded on video todevelop an environment where they can be viewed as ane-learning course in order to secure opportunities for employees
who are unable to attend the training to attend these lectures.

Participating in training
at the 6th year
Koichi Tsukamoto
Ohi Office, Tokyo Branch

In the training at the 6th year, I participated in suchprograms as problem-solving exercises, leadership andfollowership, management planning, career design, andmental toughness.
Particularly in the problem-solving exercises, I wasable to learn the process from identifying the cause of aproblem to resolving the issue by using actual examplesof improvements. Through the group work, I was able
to interact with my contemporaries playing active roles
in various operations, which was extremely stimulating.
Going forward, I would like to utilize what I learned
through the training in my workplace in an effort toimprove my operations.

Mitsubishi Logistics

Targeting young employees who participate in the young
employee overseas dispatch program, we provided training
to deepen their understanding of the internationaltransportation business. With practical training contents
including the explanation of the Company’s position and rolein the international transportation business, lecturers in-houseand from outside build the training program to enable
participants a smoother start for their overseas OJTs.
Furthermore, we proactively invite participants from theGroup companies, including those overseas, and utilize thistraining program for the international transportation businesstraining in the whole Mitsubishi Logistics Group.

Holding lectures on “Outline of office operation”
and “Outline of warehousing facilities
management” as part of the logistics training
Two lectures were held as part of logistics training: “Outline of
office operation” and “Outline of warehousing facilities
management.”
In “Outline of office operation,” an office manager gave a
specific explanation of income and expenditure management,labor management, and spatial organization at offices of thewarehousing business, based on actual business practices.
In “Outline of warehousing facilities management.” anemployee from the technical division explained the important
points of a daily check that can be performed onsite atwarehousing facilities, as well as the importance of fire
prevention management.
Both lectures are directly applicable to our daily businessactivities, and more lectures on practical topics are planned.

VOIC ETaking the logistics training (basic
course in human error countermeasures)
Yuzuki Ueno
Harbor Transportation Dept., Kobe Branch

VOIC E

26

Conducting training for young employees
before their overseas dispatches(Overseas Operations Training)

Environmental and Social Report 2020

The training was conducted in a lecture format. In the first half,
we learned the basic concept of human error measures, andin the second half, we learned about human error extraction
and accident prevention measures through case studies.
Firstly, we learned the basic concept that “human error
cannot be reduced to zero, but its impact can be controlled,”
and learned about human characteristics through works in thelecture. In the subsequent case studies, we actually extracted
the errors and engaged in a group discussion.
In the first lecture, I gained a greater perspective about
extracting errors for the case studies by learning about humancharacteristics from various angles, including a behavioral
perspective and a psychological perspective. Furthermore,
the group discussions enabled us to share error extraction
cases and prevention measures from different perspectives.
Taking advantage of what I learned through this training, I
would like to take the first step by finding elements for errorthat are hidden in my immediate surroundings, analyzing
them, and sharing them with my team members to find out
countermeasures.

Human resources (training) systems
General employee development course:
Basic role: Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
GlobalManagement
strategyLife plan
seminar

Problem-solving
Managerial practical training
employeeclass
Training for newly appointed managerial employees(Understand management skills, corporate ethics, etc.)

Supervisor Grade 2 training(Improve perspectives via action learning, acquire basic management skills)

Training at the 6th year
(Problem-solving, followership, career design, etc.)Young
employees

Training at the 2nd year
Global mindset, problem-solving, mental health, etc.

New employees’ first-half training / New employees’ second-half training(Business manners, basic knowledge on general corporate operations,visits to logistics facilities and real estate of the Company, etc.)

Overseas operations training *2

Midlevel
employees

Management training by theme(Leadership (compulsory), labor management (compulsory), accounting(compulsory), problem resolution, etc. (selective course))

Logistics training *1

Assistantmanager
class

Health Self- Cross-industrial
promotion development exchange

Youngemployeeoverseas
dispatchprogram English andChineseconversation
courses

Mitsubishi Shichikenkai Workshop

GeneralManager class

Career
CSR andManagement Logistics
development compliance

Mitsubishi Marketing Association

Human skills

Correspondence education

Problemsolving

Health promotion seminar

CareerstagesRegion-type employee development course:
Basic role: Become familiar with and understand the characteristics or features and local business duties of a certain
region in preparation for the smooth fulfillment of corporate operations.

Life plan seminar

Leader classof regional
employees(Confirm expected roles, leadership)

Midlevel
employees(Discover one’s own strengths and weaknesses, improve communication capabilities)

Regional supervisor training
Training on regional employees

Training at the 6th year
(Problem-solving, career design, etc.)Young
employees

Logistics

Training at the 2nd year

SelfHealthpromotion development

Correspondence education

CSR and compliance

Health promotion
seminar

Career development

Overseas operations training *2

Senior leader
class of regional
employees

Human skills

Logistics training *1

Careerstages(CSR, problem-solving, mental health, etc.)

New employees’ first-half training / New employees’ second-half training(Business manners, basic knowledge on general corporate operations, visits to logistics facilities and real estate of the Company, etc.)*1: Major lectures for the Logistics training
FKS (Fuji Logistics Kaizen System)
Safety and health course
Laws and regulations related to trucking business and practices course
Marketing for the service industry
Business activities of warehousing business
Outline of warehousing facilities management
Outline of harbor transportation business
Our information system overview and information system trends in the logistic industry
Points on compliance with laws and regulations in the warehousing and distribution business*2: Major lectures for the Overseas Operations Training
Explanation of B/L and NVO business
Import shipping agent business
Overseas logistics proposals, etc.

Warehousing Business Act and contracting practices
Outline of warehousing storage operation
Outline of office operation
Improvement award case studies, etc.
Export shipping agent business

Mitsubishi Logistics

Environmental and Social Report 202027

Environmental Conservation
Environmental issues are not only local issues of the region where ourbusiness bases are located but are also globally interconnected.
Environmental accountability is a global-level social responsibility that
affects the future of humanity.
The Mitsubishi Logistics Group recognizes and undertakes initiatives
for such environmental issues as the reduction of CO2 emissions as acountermeasure for climate change, the use of renewable natural
resources and contribution to recovery of the eco-system.
Solar panels at the Seishin Distribution Center (Phase 2) in Kobe

Reduction of CO2 emissions as ameasure for reducing climate change

Through achievements such as obtaining the GreenManagement Certification, we are promoting
environment-friendly business activities

Certified under the Logistics Efficiency
Improvement Act *1, we are integrating logistics
bases and reducing the environmental burden

The Group obtained the Green Management
Certification *3, which pursues profitability andenvironmental conservation by promoting environmentfriendly business activities from the certification
registration organization Foundation for Promoting
Personal Mobility and Ecological Transportation(abbreviated as “Eco-Mo Foundation”). Some of ourbusiness bases that welcomed their 10th year renewal
in March 2017 were commended for their many yearsof certification. Under the Certification, in addition to
engaging in initiatives to reduce energy consumption
such as electricity saving in our everyday business andinitiatives to reduce waste, we are also engaged ininitiatives to reduce the amount of logistics materials
used in packing, etc. and to reuse these materials.
In addition to this Certification, in the logistics
business, Fuji Logistics Co., Ltd. has obtained andmaintained ISO14001
certification on environmental
management at each of its basesaround Japan, and is working to
reduce the burden on theenvironment. In the real estatebusiness, Dia Buil-Tech Co., Ltd.
obtained ISO14001 certificationin June 2018, and is also
working to reduce the burden on
Green Management
the environment in real estate
Certification Commendation
for many years of certification
management, etc.

Obtaining the same certification under the following ten
business plans, we made transportation anddistribution systems more efficient by integrating
logistics bases for customers who used to employ
multiple logistics bases, thereby reducing the numberof delivery trucks. By collecting customers’ freight andimplementing joint delivery, we reduce emissions ofgreenhouse gases (CO2), contributing to a reduction of
the environmental burden.

1. North Building, Sakurajima Distribution Center No. 2,
Osaka Branch (Started operation in November 2005)
2. Sakurajima Distribution Center No. 3, Osaka Branch(Started operation in April 2008)
3. Tobishima Distribution Center, Nagoya Branch(Started operation in November 2008)
4. Misato Distribution Center No. 1, Tokyo Branch(Started operation in December 2008)
5. Ibaraki Distribution Center No. 3, Osaka Branch(Started operation in October 2012)
6. Misato Distribution Center No. 2, Tokyo Branch(Started operation in March 2013)
7. The extended space of Tobishima Distribution Center,
Nagoya Branch (Started operation in September 2015)
8. Sapporo Distribution Center, Tokyo Branch (Asahi
Unyu co., ltd.) (Started operation in January 2018) *2
9. Seishin Distribution Center, Kobe Branch (Started
operation in March 2018)
10. Ibaraki Distribution Center No. 4, Osaka Branch(Started operation in August 2018)*1. The Logistics Efficiency Improvement Act (Act on Advancement ofIntegration and Streamlining of Distribution Business, implemented on
October 1, 2005)
The purpose of this law is to promote operations conducive to efficientlogistics and reducing the environmental burden by integrating logistics
bases and conducting transportation, distribution, storage and logistics
processing comprehensively. Business plans under this law are approved
as a comprehensive efficiency plan and supported by the authority.
In addition, the same law has been amended in May 2016 in view offurther integrating and streamlining the logistics industry with theconcern of labor shortage. The law went into effect in October 2016,
aiming to support measures such as modal shift and cooperative
delivery that are conducted by cooperation of related parties including
logistics companies and shippers.
*2. Distribution center operations using an Asahi Unyu co., ltd. facility;
therefore, the warehouse is certified under the names of both companies.

28

Mitsubishi Logistics

Environmental and Social Report 2020

1. Certification acquisition status of the Company
All offices of the Warehousing Business Division
Harbor Transportation Business Division(Part of the container terminals of the Port of
Yokohama and the Port of Kobe)
2. Certification acquisition status of the Group
Truck transportation business (Ryoso Transportation
Co., Ltd., and Kyushu Ryoso Transportation Co., Ltd.)and warehousing business (Chubu Trade WarehousingCo., Ltd., Kusatsu Soko Co., Ltd., and the Warehousing
Business Division of Monryo Transport Corporation)*3. The Foundation for Promoting Personal Mobility and EcologicalTransportation is a public utility foundation that has been certifying andregistering business operators making efforts to reduce theenvironmental burden at a level exceeding the standards outlined in theGreen Management Promotion Manual since October 2003.

Ensuring compliance with the Act on
Rationalizing Energy Use, etc.
As a “Designated Business Operator” under the Act on
Rationalizing Energy Use, the Company is obliged toreduce per-basic unit energy use more than 1% on anannual average on a medium- to long-term basis at
facilities we own and rent. Moreover, we submit a regular
report on energy conservation and a medium- to longterm energy-conservation plan to the Ministry of Economy,
Trade and Industry. The values we reported to the Ministryin fiscal 2019 (the actual results for fiscal 2018) show that
our energy-conservation measures resulted in a roughly
7% reduction of per-basic unit energy use compared withthe base year fiscal 2014. We are also striving to reduce
CO2 emissions at our real estate facilities subject to theTokyo Metropolitan Environmental Security Ordinance.
WebT he actual results of our environmental conservation efforts can beviewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Conducting compliance with the Act on Rational
Use and Appropriate Management of Fluorocarbons
According to the Act on Rational Use and Appropriate
Management of Fluorocarbons *4, companies are required
to inspect commercial refrigerators and air conditioners
etc. that use fluorocarbons (Class 1 specified products),or the report of the leakage amount of fluorocarbons fromthe aforementioned products when it exceeds a specified
level. The Company is appropriately responding to thelaw by preparing the systems and operational guidelines
related to inspection and leakage control. In addition, in
fiscal 2019, the Company’s calculated leakage amount offluorocarbons was 361.1 [t-CO2], which was below thelevel of 1,000 [t-CO2] that is subject to reporting leakage
amount to the Minister of Land, Infrastructure, Transport
and Tourism (the minister having jurisdiction over thewarehouse industry).
*4. Overview of the Act on Rational Use and Appropriate Management of
Fluorocarbons (implemented on April 1, 2015)
The Act requires users (owners, in general) of “Class 1 specified
products” (commercial air-conditioners, refrigerators and freezers, etc.)
to implement “simple inspection of all specified products” and “periodic
inspection by a person with specialized knowledge.” Furthermore, it also
requires users to report the calculated leakage amount of fluorocarbons
if the amount exceeds the specified level of 1,000 [t-CO2] per year.
Web ctual data of the calculated leakage amount of fluorocarbons mayA
be viewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Aiming to obtain Rank A certification or
above with CASBEE
At the Company, we place great importance on carefor the global environment, and in order to objectively
evaluate the environmental performance of ourbuildings, we are working to achieve a CASBEE(Comprehensive Assessment System for Built
Environment Efficiency) certification.

CASBEE is a method for evaluating theenvironmental performance of buildings with a systemthat comprehensively evaluates the quality of buildings
in addition to facility installations that consider natureenvironment, such as energy conservation and the useof equipment with a low environmental burden. This
includes the degree of comfort for building users, as wellas the consideration given to the building’s appearance,and measures to reduce impact on the building’s
surroundings, such as the effect of light pollution.
The results of CASBEE evaluation are given one offive ranks from S (superior), through A (very good), B+(good), B (slightly poor) and C (poor). Under theGroup’s specific policy pertaining to environmental
policy (see page 13: Environmental Voluntary Plan), theacquisition of a rank of A or above is targeted for all of
our new facilities to be constructed, through theintroduction of energy-saving equipment and initiatives
including global warming countermeasures.
We aim to obtain Rank A certification or above with
CASBEE for facilities to be constructed going forward.
Through this evaluation, we will continue to promotemeasures to reduce environmental burden.
Web ctual data on our facilities that have obtained Rank AAcertification or above with CASBEE can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Promoting renewal of the existing
lighting system to LED lighting toachieve significant energy conservation
To save energy and reduce CO2 emissions with regard
to the lighting systems inside the Company’s
warehouses, we are promoting updating the existing
lighting systems with high-efficiency lighting equipment
when it is time for replacements.
In fiscal 2019, a total of about 3,500 existing lighting
units were updated with LED lighting at five facilities,
including Ohi Warehouse and Ariake Warehouse,
Tokyo, Daikoku Warehouse A, Yokohama, and Honjoh
Warehouse, Nagoya Branch.
The Company expects a reduction of approximately
1,830 thousand kWh in electric energy, whichcorresponds to approximately 3.6% of the annual
electric energy consumption at the Company’s
warehousing facilities, by updating existing lighting to
LED lighting (12,900 units in total).

We are promoting solar power
generation
In line with the governmental policy of enhancing theuse of renewable energy to cope with global warming
and other issues, the Company is promoting the
adoption of large-scale solar power generationequipment at its warehousing facilities.
In fiscal 2019, solar power generation equipment
was installed and began operation at the Seishin
Distribution Center (Phase 2 building) in Kobe (started
Mitsubishi Logistics

Environmental and Social Report 202029

Environmental Conservation

operation in November 2019, 400 kW) and at the
Minamihonmoku Distribution Center in Yokohama(started operation in February 2020, 220 kW) for a total
output of 620 kW.
With the addition of these two facilities, theCompany’s total solar power generation capacity is
4,394 kW.

The Eitai Dia Building has been certified as a
“Near-Top Level Facility” under the Tokyo
Metropolitan Environmental Security Ordinance
The Eitai Dia Building has been certified since fiscal 2015as a “Near-Top Level Facility” under the Tokyo
Metropolitan Environmental Security Ordinance, Green
Building Program for “Top-Level Business Facilities in
Measures Against Global Warming” certification system. *5
The “Certified Top-Level Business Facilities in
Measures Against Global Warming” are “businessfacilities that have made outstanding progress in theimplementation of measures against global warming”
recognized by the Tokyo Metropolitan Government as
offices complying with the standards designated by theGovernor of Tokyo under the Tokyo Metropolitan
Environmental Security Ordinance. Under the mandatory
targets for reduction in overall greenhouse gas emissions
and an emissions trading program, less stringent
reduction targets are applied for the certified facilities. *6
Although the Eitai Dia Building, which was completed
in 1991, is quite old, the proper renovations, renewal andmaintenance of the facilities and equipment were highly
evaluated and certified as a Near-Top-Level Facility in fiscal
2010, and a Top-Level Facility in fiscal 2014.
In fiscal 2015, the governor strengthened thestandards, and demands regarding environmental
consideration were increased. However, by updating the
air-conditioning heat source for computer rooms to ahigh-efficiency version, conducting performance verification(commissioning) of the adopted facilities and equipment
and continual improvement of the building management incooperation with the tenants of the building and a building
management company of the group, we were certified asa Near-Top-Level Facility again.
At other facilities of the Company as well, we willcontinue to make aggressive efforts to further reduce theenvironmental burden by promoting renovations andrenewals of facilities and equipment to environment-friendly
versions, and improving management and operation.
*5. B
 y annually reporting on conformity with the certification standards to the Tokyo
Metropolitan Government, the certification will be extended up until fiscal 2019.
*6. The mandatory targets for reduction in overall greenhouse gas
emissions for Top-Level Facilities are reduced by half and those for
Near-Top-Level Facilities by a quarter.

Ryoso Transportation Co., Ltd. obtained GreenManagement Certification in its trucking
business, striving for environmental conservation
Addressing environmental issues
For trucking business operators, addressing
environmental issues is one of the highest priorities.

30

Mitsubishi Logistics

Environmental and Social Report 2020

Ryoso Transportation Co., Ltd. (“Ryoso
Transportation”) has obtained the Green Management
Certification at all five of its branches (six operationalbases) starting in 2005, striving to reduce
environmental burden.
In fiscal 2019, Ryoso Transportation improved gas
mileage by 9.2% compared with fiscal 2006.
Specifically, in their efforts to promote eco-driving to
improve gas mileage and reduce emissions of air
pollution substances, they are conducting vehicle
inspections and maintenance with their own highstandards. They also adopt low-pollution vehicles thatmeet the latest restriction regulations for gas emissions.
Web uel economy performance data from all branches ofF
Ryoso Transportation can be viewed on Mitsubishi
Logistics’ Web site in the “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Proposing environment-friendly transportation anddistribution materials in air freight transportation
Unitrans Ltd. (a subsidiary responsible for the air freighttransportation business) signed a business partnershipagreement in March 2018 with va-Q-tec, a German
manufacturer of refrigerated boxes. Using the

VOIC E

Proposal for environmentally-friendly
transportation and distribution materials
Yuki Sakiyama
Chemical Sales Dept., Unitrans Ltd.

The main customers of the Chemical
Sales Department, to which I belong, are manufacturersthat export chemicals. Until now, dry ice has been used
for the transportation and distribution of chemicals forwhich control of temperature at a low level is required.
However, in order to reduce CO2 emissions, we
proposed temperature control with a method that does
not use dry ice. We have established a cycle for themultiple use of transportation and distribution materials.
Through this cycle, Fukui Warehouse Co., Ltd., a Group
company in Fukui Prefecture, freezes the phase changematerials, prepares the refrigerated boxes and uses
them for the export transportation to delivery
destinations instructed by the customer. Those boxes
are collected and reimported for inspection with a viewto reusing.
Although it was difficult to establish a procedure forfreezing phase change materials, we succeeded in
shortening the freezing time through the introduction ofquick-freezer machines and careful management by onsite staff, which ensured stable shipments.
In addition, with the cooperation of Osaka Branch
for the inspection of refrigerated boxes which have asignificant impact on temperature control, the Mitsubishi
Logistics Group is working collaboratively to maintainthe quality of transportation and distribution services.
Going forward, we will continue to incorporate newtechnology, etc., propose environment-friendly
transportation and distribution materials to customers,
and provide environment-friendly transportation anddistribution services. (Group company of the Company)

refrigerated box technology, whichis achieved by a combination ofva-Q-tec’s vacuum insulating
materials and phase changematerials *7, Unitrans made a
proposal to a major Japanesechemical manufacturer in fiscal
2018 of an alternative method to
dry ice for refrigerated
Refrigerated box
proposed for use intransportation.
refrigerated transportation
The proposal was adopted,
and the technology contributed greatly to reductions in
CO2 and the waste volume of packaging materials at
the time of transportation. It was also highly evaluatedby the global semiconductor manufacturers which arecustomers of the chemical manufacturers.
Going forward, we will continue to propose
environment-friendly transportation and distribution
materials to customers, by such means as
incorporation of new technology.
*7 Phase change material (PCM): A type of cold storage material (coldinsulator). Unlike dry ice, it uses a material that can be re-frozen. It has
a higher refrigeration effect than ordinary cold insulators (gel ice) andcan be used in long-time transportation.

Introducing vehicles that comply with local
regulations at Shanghai Linghua Logistics
Shanghai Linghua Logistics Co., Ltd., which isengaged in the warehousing and transportation
business mainly in Shanghai, China, has introduced
trucks that comply with regulations in line with the

VOIC E

Growing environmental awarenessand response to regulations
Jianjun Ye
Assistant Manager, Equipment Section,
Shanghai Linghua Logistics Co., Ltd.

Global warming is becoming an increasingly serious
issue year by year, and one of the causes is said to be
exhaust gas from vehicles which contains large
amounts of greenhouse gases such as carbon
monoxide, nitrous oxide, and methane. In order toreduce the emission of these gases to the greatest
extent, every country has formulated global warmingprevention measures, and the same is true for China.
In Shanghai last year, the government announced apolicy to tighten regulations on exhaust gas from trucks
and other vehicles. In order to comply with theseregulations, in May 2020, our company disposed of twodiesel trucks that were due for replacement and instead
introduced two trucks that emit 50% less greenhousegas than existing models and meet the new regulations.
This is an example of how our company engages in its
daily transportation operations.
Although still a minor initiative, we will continue topromote these types of environment-friendly initiatives.
(Group company of the Company)

tightened local exhaust gas regulations, and isconsecutively disposing of and replacing diesel forklifts.
Furthermore, Shanghai Linghua Logistics thoroughly
separates business-related waste discharged from its
warehousing facilities in response to the tighter
regulations.
Going forward, we expect environment-related
regulations will continue to be tightened in each region
throughout China, and will take the appropriate
measures and work on environmental conservation.

Waste separation in Shanghai

Trucks compliant with Shanghai’s
local regulations

Promoting environmental conservation withregard to information system equipment
On adopting information system equipment including
servers and PCs, we select models that consume lessenergy.

We are promoting environmental
conservation not only at our operationalsites but also at our offices
Promotion of summertime and wintertime
energy saving
We strove to save energy by participating as a Groupin the Cool Biz campaign during the summertime (Maythrough October 2019), which calls for offices to set
their air-conditioning thermostats basically at 28°C, aswell as in the Warm Biz campaign during the wintertime(November 2019 through March 2020), which calls foroffices to set their air-conditioning thermostats basicallyat 20°C.
In January 2020, we revised the dress code as partof our workstyle reforms, which we believe contributes
to energy savings throughout the entire year, not just insummer and winter.
In addition, as a year-round initiative, we strive tosave energy including by reducing the number of lights
in use within a scope that is not detrimental tooperation and switching off OA equipment when not inuse.
Promotion of Green Purchasing of stationery
and other office supplies
When the Group companies purchase office supplies,
we not only consider quality and price but also choose
products and services with less environmental
impact—Green Purchasing.
As one example, Ryoso Transportation isaggressively purchasing retread tires *8.
*8. A retread tire has new rubber pasted on a used base tire, thereby
restoring the tire’s original functionality.

Mitsubishi Logistics

Environmental and Social Report 202031

Environmental Conservation

Use of renewable resources
A Disaster-Resistant and Eco-Friendly Warehousecompleted construction and started operation
In fiscal 2019, we completed construction and started
operation of two Disaster-Resistant and Eco-Friendly
Warehouses.
	1. Seishin Distribution Center Phase 2 building,
Kobe
We completed construction and started operation of
the Seishin Distribution Center Phase 2 building in
Kobe (4 floors above ground, floor area: 57,000 m2), a
Disaster-Resistant and Eco-Friendly Warehouse, inNovember 2019. The distribution center is one of ourlargest warehousing facilities that can provide evenmore efficient logistics services by sharing andoperating ramps in conjunction with the Phase 1
building completed in March 2018.
(1) Main Disaster Prevention Functions
a. Seismic performance
We have created a seismic-isolated structure with
the installation of seismic isolation equipment (84units of seismic isolation rubber, 52 elastomericsliding bearings and 48 oil dampers) in thebasement of the warehouse, including the ramps,
to improve seismic performance.
b. Power outage countermeasures
Emergency power generation equipment (420kVA, operates for 24 hours after outage) has been
installed to prepare for a power outage.
c. Wind pressure resistance on the roof
Wind pressure resistance on the roof has been
increased to the sufficient level, which is 15%
higher than the regulation under the BuildingStandards Act, to strengthen countermeasuresfor disasters such as typhoons.
(2) Main Environmental Performance andEnvironmentally-Friendly Equipment
a. Solar power generation system
The solar power generation equipment installedon the roof with an output of approximately 400
kW will reduce annual CO2 emissions by around
146 tons. (Based on a CO2 emission factor of
0.334 kg-CO2/kWh.)b. LED lighting
In addition to
installing LED
lighting throughout
the entire building,we use motion
detectors forcommon area
LED lighting
lighting to saveenergy.
c. Air conditioning load reduction
We are giving consideration to energy
conservation by adopting high-efficiency air
conditioners for air conditioning equipment, andtotal heat exchangers for ventilation equipment in
offices.

32

Mitsubishi Logistics

Environmental and Social Report 2020

d. Low-E glass
We have adopted thermal-insulating, high heatinsulating multi-layered glass (Low-E glass) that
increases the reflectance of far infrared rays andachieves a high heat-insulation performance.
e. CASBEE
We have achieved Rank A certification with
CASBEE (Comprehensive Assessment System
for Built Environment Efficiency) as the result of
initiatives such as introducing an energy
conservation system.
	2. Minamihonmoku Distribution Center in
Yokohama
We completed construction and started operation of
the Minamihonmoku Distribution Center in Yokohama(5 floors above ground, floor area: 36,000 m2), a
Disaster-Resistant and Eco-Friendly Warehouse, inFebruary 2020. The distribution center is awarehousing facility equipped with cool storage andconstant temperature storage for the handling of importand export freight such as food and food materials.
(1) Main Disaster Prevention Functions
a. Seismic performance
We are working to improve seismic performanceby adopting a seismic structure, the performanceof which is 10% higher than the regulation underthe Building Standards Act.
b. Power outage countermeasures
Emergency power generation equipment (500kVA, operates for 72 hours after outage) has been
installed to prepare for a power outage.

VOIC E

Initiatives in Disaster-Resistantand Eco-Friendly Warehouses
Hirohide Kamihigashi
Real Estate Dept., Yokohama Branch

The Minamihonmoku Distribution
Center is located close to the Minamihonmoku Pier
Container Terminal, making it an ideal location forhandling ocean container freight. Minamihonmoku
Hama Road, which is the harbor road that connects
directly with the Metropolitan Expressway Bay Shore
Route, provides good access to Yokohama and otherparts of the Tokyo metropolitan area.
The distribution center is designed withconsideration for a natural disaster response and areduction in the environmental impact, based on the
Disaster-Resistant and Eco-Friendly Warehouseconcept. However, in view of the recent increase in theintensity of typhoons, we are particularly strengthening
wind pressure resistance in response to natural
disasters.
We were pleased that the construction wascompleted without any major problems, despite theapproach of a large typhoon during the course of theconstruction.

c. Wind pressure resistance on the roof
Due to its location in port area, wind pressure
resistance on the roof has been increased to thesufficient level, which is 30% higher than theregulation under the Building Standards Act, tostrengthen countermeasures for disasters suchas typhoons.
(2) Main Environmental Performance andEnvironmentally-Friendly Equipment
a. Solar power generation system
The solar power generation equipment installedon the roof with an output of approximately 220
kW will reduce annual CO2 emissions by around
120 tons. (Based on a CO2 emission factor of
0.5415 kg-CO2/kWh.)b. LED lighting
In addition to
installing LED
lighting throughout
the entire building,we use motion
detectors forcommon area
LED lighting
lighting to saveenergy.
c. Air conditioning load reduction
We are giving consideration to energy
conservation by adopting high-efficiency air
conditioners for air conditioning equipment, andtotal heat exchangers for ventilation equipment in
offices.
d. Low-E glass
We have adopted thermal-insulating, high heatinsulating multi-layered glass (Low-E glass) that
increases the reflectance of far infrared rays andachieves a high heat-insulation performance.
e. CASBEE
We have achieved Rank A certification with
CASBEE (Comprehensive Assessment System
for Built Environment Efficiency) as the result of
initiatives such as introducing an energy
conservation system.

Contribution to the recovery of theeco-system
Conducting reforestation through volunteer
activities and donations as a partner ofreforestation of Kanagawa Prefecture
To address the global environment from the perspectiveof preservation of biodiversity, we participated in apartnership program of reforestation of Kanagawa
Prefecture and initiated related activities in April 2011.
In September 2019, the eighth reforestation activity
was held in the prefectural forest by Tanzawa Lake.
Participants included 35 executives and employees
from Head Office, Tokyo Branch and Yokohama
Branch, and we performed tree thinning activities andtook a walk along the mountain trails with instructions
from Kanagawa Prefecture certified-forest instructor
and support from the Prefectural Water Source
Environment Conservation Division.
Participants were divided into four groups, and inaccordance with safety instructions, they thinned trees
by hand.
During lunch time, the instructor gave a talk onnature conservation, which helped participants increase
the awareness of environmental issues.

Participants

Tree thinning activities

Mitsubishi Logistics

Environmental and Social Report 202033

Fulfillment of Sincere and Fair Business Activities
We earn trust from society by fulfilling our responsibilities regarding
ethical activities. By conducting fair and open competition in our
activities, we can showcase our compliance to society.
To fulfill our sincere and fair business activities, we recognize theissues of appropriate management of information and compliance withlaws and regulations such as the Act against Delay in Payment of
Subcontract Proceeds, etc. and the insider trading prevention law andstrive to establish a foundation of trust from society.

Prohibition of unfair advantage in competitionand promotion of fair and open competition
We conduct training concerning compliance with
the Act against Delay in Payment of Subcontract
Proceeds, etc. and the prevention of insider trading
In March 2020, we conducted training concerning the Act
against Delay in Payment of Subcontract Proceeds, etc.,
covering the Company and its domestic Group companies. A
total of 1,951 employees who are in charge of implementing
the aforementioned Act and related associates from eachdivision attended the training and learned the purpose of thelaw, the scope of applications, responsibilities and prohibited
matters using related questions online. In February 2020, we
conducted training related to the prevention of insider trading
for a total of 67 new employees of the Company and verified
their understanding using related questions online.
Web ctual performance data of the training concerning thoroughA
compliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. and prevention of insider trading can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

We focus on information security toprovide high-quality and secure services
for customers
To provide the best services for our customers, the Company
formulated various rules related to information systems. We
have disseminated our information security policy to all
executives and employees.
To ensure the smooth business activities of the Company,
we formulated specific compliance matters as to the use andmanagement of our in-house network. Also, we appoint a
LAN manager from each branch’s information system section
and OA promotion staff from the relevant section of eachdivision that uses the network, ensuring safety and theeffective use of our in-house network.
In fiscal 2019, we conducted a web-based questionnairewith regard to information security in October 2019,answered by a total of 3,315 persons, including 1,691
persons from the Company and 1,624 persons from Group
companies, thereby raising the awareness of information
security.

34

Mitsubishi Logistics

Environmental and Social Report 2020

Seishin Distribution Center Phase 2 building, Kobe 4th floor
vehicle passage

As a measure to prevent viruses through cyber attacks,
we introduced software in each employee’s computer todetect suspicious virus behavior including sending files to an
external destination (conventional software detects virus
patterns based on registered information), and worked toincrease our information security.
Web ctual performance data on execution of questionnaireAwith regard to Information Security can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Management of Information Security
1. Security of customer information (personal
information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations, obligationof compliance with regulations and penalties
5. Management of information assets
6. Formulation of security measure standards(Development standard, management standard,outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

Management of Network Security
1. Management of connection to ML-net (In-housenetwork)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks outside theCompany

Also, part of the operations of the Tokyo Branch trunk room
office, Dia Systems Corporation (our subsidiary to develop
and manage our information system) and Fuji Logistics Co.,
Ltd. (our logistics subsidiary responsible for the main part of
the Warehousing Business Division) all acquired ISO27001
certification, an international information security
management system standard, and receive periodic
evaluation by a certifying organization-approved third-party
organization, thereby attesting to our efforts to improve ourinformation security.

Provision of Safe, High-Quality
and Useful Services
To fulfill our mission as a logistics and real estate business operator
relied on by society, we intend to promote measures to focus on
disasters to continue to provide socially and environmentally beneficial
and high-quality services and promotion of measures to maintain
service functions during disasters.

1st floor truck entry and exit to the Minamihonmoku Distribution
Center in Yokohama

Provision of socially and environmentally
beneficial high-quality services

complete operational documents and share information
on various measures. We will continue to aim toenhance customer satisfaction.

We will continue to promote the improvement ofquality, aiming to be a company that plays a role inenhancing the quality of our customers’ products

Obtained the quality management standard (AS9120)
certification in the field of aerospace defense

The Mitsubishi Logistics Group continues to promote
its various efforts tenaciously to improve the quality ofservices to get acknowledged by customers as aconstantly reliable partner.
We aim for high quality from the customers’
perspective.
To become a corporation that is continuously chosen
by customers, we conduct business activities basedon ideas and actions from the customers’ perspective.
To achieve customer satisfaction, we have broadened
the framework of quality enhancement to include thequality of operations, business duties and thecorporation itself. Moreover, to ensure trust from
customers, we will build on our efforts at ensuring
good quality to become a corporation that can boast“quality” as its strength.
Dissemination of “Our Declaration of Quality”
We put up an “Our Declaration of Quality” notice ateach worksite, distributed the “Our Declaration of
Quality” cards to all employees of the Mitsubishi
Logistics Group and explained about it during stratified
trainings, etc., to further disseminate the information.
( See page P13: Our Declaration of Quality)
We connect employee satisfaction to customer
satisfaction.
To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable
element. We strive to enhance the motivation of each
employee.
We believe that creating a good work environment
where employees can engage in business activities
with confidence and contact customers with a smile
will eventually lead to Customer Satisfaction (CS).

The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposesof maintaining and improving the quality of businessactivities of the entire Division, the Head Office and allbranches have a quality management group. We

Nagoya Branch is engaged in a large number ofaerospace industry-related storage and transportation
operations under contract, and aims to further improve
the quality of logistics. In April 2018, we obtained
certification from DNV GL BUSINESS ASSURANCE
USA, INC. in the U.S. for the AS9100 series of quality
management standards, which aerospace defenserelated companies around the world including Boeing
and Airbus have acquired.
The AS9120 certification is one of AS9100 series ofquality management system standards for logistics
companies and trading companies established by theInternational Aerospace Quality Group (IAQG), which iscomposed of aerospace-related companies.
Based on this standard, we provide the advanced
logistics services required for the aerospace-related
business. Going forward, we will continue to improve
quality in order to meet the needs of our customers.

Obtained CEIV Pharma certification, a
quality certification system forpharmaceutical air transportation
In response to a call from Kansai Airports, theCompany participated in KIX Pharma Community *1,
which was formed for the first time in Japan mainly by
airports, and acquired the CEIV Pharma certification
under the quality certification system forpharmaceutical air transportation, along with the otherfive participating companies.
CEIV Pharma certification is a quality certification
system for pharmaceutical air transportation promoted
by IATA (International Air Transport Association). CEIV
Pharma certification has a unique aspect of beingcertified in accordance with the same quality inspection
standards worldwide. Going forward, we will continue
to provide high-quality pharmaceutical transportation.
*1 Formed through the collaboration of Kansai Airports and international
air transportation carriers that use Kansai International Airport (KIX) inorder for each carrier to obtain CEIV Pharma certification with a view toensuring the high quality of pharmaceuticals freight handling at KIX.

Mitsubishi Logistics

Environmental and Social Report 2020

35

Provision of Safe, High-Quality and Useful Services

Each operating site and affiliated company
conduct specific quality improvement measures

Measures taken by Fuji Logistics Co., Ltd.

To offer high-quality services, the Mitsubishi Logistics Group
conducts daily efforts to improve the quality at each operatingsite and affiliated company. The content and results of such
efforts are horizontally developed across the Group. Some ofthese measures are as follows.
Measures taken by Kobe Dia Maintenance Co., Ltd.

Measures taken at divisions or branches and Group companies
Divisions or Branches
and Group companies

Content of measures

Warehousing and Held meetings attended by managers from all of theDistribution
operating bases to share information on improvement
Business Division of quality.
Tokyo Branch

Determined issues on operational procedures bymonitoring the interior of warehousing facilities.

Yokohama
BranchThe 4S Activities Promotion Committee patrolled the warehousing
facilities and made evaluations on each checklist item.

Monryo Transport Establish a Safety Quality Promotion Chamber toCorporation
prevent industrial accidents
Sairyo Service
Co., Ltd.

Compilation of a forklift operating manual, instruction using
the manual, and information sharing of near-miss cases, etc.

Fuji Logistics
Co., Ltd.

Improving quality through obtaining and maintaining ISO9001
certification, forklift competitions, improvement team
activities, internal company training, and 5S activities, etc.

Kyokuryo
Implemented measures to prevent heatstroke in
Warehouse Co., Ltd. summer and influenza in winterShinryo Koun
Co., Ltd.

Provided technical training to improve workers’
technical capability.

Mitsubishi Logistics Improved and implemented the human resources
China Co., Ltd.
development system at all the Group companies in China.
ShanghaiCollected accident-related information at each division
Linghua Logistics and department, analyzed the tendencies and gave
Co., Ltd.
feedback to all managerial employees.
Yokohama Dia Building Collected information on complaints from customers
Management
through suppliers and shared the information at
Corporation
meetings with the tenants.
Dia Buil-Tech
Co., Ltd.

Improving service quality and strengthening measuresfor environmental issues by obtaining ISO9001
certification

Keihin Naigai
Forwarding Co., Ltd. Held internal company lectures on customs clearance
Kobe Dia
MaintenanceCo., Ltd.

36

Mitsubishi Logistics

Set annual goals for quality improvement for eachdepartment, managed the progress, and commended
an internal award for excellent cases once a year

Environmental and Social Report 2020

We commend improvement activities thatwill lead to service quality improvement
and streamlining of business processes
The Company introduced a commendation system for
improvement activities with an aim to vitalize thevoluntary improvement activities in July 2016. Under
this system, each group sets its own theme, performs
improvement activities based thereon, and the award isgiven once a year to the group that particularly
contributed to the service quality improvement andstreamlining of business processes.
In addition, as the system is open not only to Group
companies but also to anyone who engages in the
Company’s business including suppliers, it is designed
to enable each worksite and team to come together
and join the improvement activities.
In fiscal 2019, the fourth year of the commendation
system, 56 groups (349 people) joined the activities,
making a cumulative total of around 1,400 participants.
Their wide-ranging themes included not only theactivities within warehouses such as review on theoperation flow lines and improving storage efficiency,
but also business improvement and streamlining ofclerical work in offices.
In fiscal 2019, Group companies also madeexcellent improvement proposals, some of which werecommended.
The administrative side of this system provided
support as needed to help each group thoroughly
analyze problems, identify the causes and perform
efficient improvement activities.

Although being small, by continuing company-wide
efforts, the activity may
produce great results. To
have the improvement
activities ingrained in our
corporate culture, we will
operate the system while
sharing activity examples
in the Group with the useof an internal databaseand in-house journal.
Improvement activities (Tokyo Branch)

VOIC EOn measures for improvement activities
Izumi Okuda
Ibaraki No.1 Office, Osaka Branch

The improvement activity in which I am
involved is the simplification of tonerpurchasing procedures for printers usedat warehouses.
Previously, general affairs staff at branch offices
collected orders for toners from the 13 warehouses atthe branch, purchased them in bulk, and delivered themto each warehouse. By changing this way to an
operation where each warehouse orders toners online
and receive direct delivery, the workload for the generalaffairs staff was reduced. At the same time, we
switched to cheaper recycled toners. As a result, wewere able to reduce the office working hours of thegeneral affairs staff by approximately 300 hours per
year, and cut purchasing costs by around 40%.
In the course of the activity, we analyzed the current
situation in accordance with the Mitsubishi Logistics
Improvement Procedures that we learned during thetraining, explained the purpose of the activity and the
expected effects to the clerical staff at each warehouse,
and asked for their understanding. There was a little
confusion at the beginning of the operational change,
but since the branch as a whole worked together on
the improvement activity, the effects exceeded our
expectations and we were able to experience a senseof accomplishment. Going forward, I would like tocontinue working while maintaining an awareness ofimprovements, trying to find room for improvement inwhat everyone takes for granted.

To further improve the quality of logistics operations, we
adopted the G-MIWS (a new information system related towarehouse storage operation and delivery center operation)
With the aim of providing a high-quality logistics service
integrating nationwide and overseas logistics, theCompany has installed G-MIWS (Global Mitsubishi
Intelligent Warehouse System), a warehousing anddistribution center system, at all domestic locations
and at some overseas bases. The “G” of “G-MIWS”
signifies “global,” aiming to expand the Company’slogistics business to integrate nationwide and overseas
logistics. Our system is available in English and Chinese
for overseas use and is designed to be effective instandardizing operations, improving service quality andreducing costs. By exporting various types of logisticsrelated data, we will analyze operations, formulate

sales strategies, provide useful information forcustomers’ decision making in a timely manner andprovide even higher-quality logistics services than everto fully support customers’ business development fromthe aspect of logistics.

Conducted a verification test to improve
works efficiency at warehouses using AI
As one of the growth strategies of the MLC2030 Vision,
we are promoting “the improvement of operational
processes and further utilization of new technologies.”
Based on this strategy, we started studying the
introduction of an AI system that will contribute toimproved productivity of warehouse operations, andconducted a verification test from November 2019 toFebruary 2020.
In the test, we analyzed shipping performance by
combining our existing operational expertise at
distribution centers with AI distribution software. We
also worked on the optimization of inventory
placement, improved efficiency of combining work
instructions (picking order), and a reduction in operation
flow lines. As a result, because we confirmed an
improvement in the productivity of warehouse
operations, we are aiming to introduce the system infiscal 2020.
We plan to subsequently carry out the horizontal
expansion of the system to bases handling medical/
health care, food/beverage, and machinery/electricalmachine, which are the priority areas in the MLC2030
vision.

VOIC E

Measures for the Promotion of Digitalization
Go Takehana
Digital Transformation Team, Information Systems Div.

The Digital Transformation Team wasnewly established under the Information
Systems Division in April 2019, to promote theintroduction and utilization of new technologies, with theaim of achieving the MLC2030 Vision.
As a member of the team, I have been working on
the introduction of an automatic conveyance apparatus
that realizes the automation of cargo conveyance
operations at warehouses, and verification tests of AI
technology to optimize inventory placement and picking
order. Although there is an element of trial and error,
thanks to the cooperation among branches, offices andmembers of Group companies, we were able to confirm
the effect of improved productivity.
Going forward, we will proceed with the project
aimed at the actual introduction of the system. In
addition to reviewing the business processes withmembers of the project team and the branches where
the system will be introduced, we would also like tocontribute to the improved competitiveness andproposal capabilities of the Company by studying
efficient operations using new technology without beingbound by existing ideas, and achieve improvements inservice quality and productivity.

Mitsubishi Logistics

Environmental and Social Report 2020

37

Provision of Safe, High-Quality and Useful Services

Promotion of disaster measures tomaintain service functions
Working on crisis-preventive measuresand measures to focus on crises
promptly and effectively as they occur
The basic purpose of our crisis management measures is topredict various crises that can seriously affect corporate
management, prevent such crises and, if a crisis does
happen, focus on the crisis quickly and effectively to minimize
human and material damage that would impact corporate
management and restore the normal operational structure as
early as possible. In light of the fact that disasters are said tohave intensified in recent years, we particularly roll out“Disaster-Resistant and Eco-Friendly Warehouses” and“Disaster-Resistant and Eco-Friendly Office Buildings” andaim to be resilient against disasters from both soft and hard
aspects.

Seismic isolation rubber and seismic Emergency power generator
isolation dampers (Ibaraki(Minamihonmoku Distribution Center
Distribution Center No. 4 in Osaka) in Yokohama)To fulfill our corporate social responsibility, we intend to:
1. Ensure the safety of employees, their families andrelated people;
2. Preserve corporate facilities (e.g., the Company’s warehouses,
buildings and facilities) and the freight received; and3. Strive to quickly restore and continue operation.

Transceiver (MCA radio)

Earthquake Early Warning System

Taking measures to prevent fire andrespond to the occurrence of fire
Following the fire at a warehouse of a major mail ordercompany in February 2017, the Building Standards Act wasamended in June 2019, requiring the formulation of amaintenance plan for fire shutters at warehouses of a certain
size or larger. The Company, even before this incident, hadbeen conducting thorough employee education, enhancing
security, and taking fire
preventive measures fromthe aspects of structure andfacility when constructing
warehouses. In addition, we
have established a constantcommunication system withlocal fire stations andconduct periodic fire drills
every year in preparation for Fire prevention patrolthe occurrence of fire.
Through continuing suchmeasures and initiatives, wewill strive to provide highly
reliable services for ourcustomers.

To respond to trust in our corporation from society, we will:
1. Strive to avoid adverse effects to stakeholders(customers, shareholders and business partners), and
2. Contribute to the quick stabilization of local communities.
Fire drill

Reinforcing the emergency and disastermeasures system
As an emergency measure, we implemented large-scaledisaster measure training with mandatory employee
participation. The training involved the use of a mobile phonesafety confirmation system, going or coming to a work site
by walking and checking restoration procedures from disasterdamage, etc.
In addition, communication training on the use oftransceivers was conducted monthly in the Group companies
to acquire the knowledge of its use, so as to strengthen thedisaster measures system.
Moreover, by increasing the number of offices implementing
the Earthquake Early Warning system, we strive to promptly
collect information needed to ensure employees’ safety.

38

Mitsubishi Logistics

Environmental and Social Report 2020

We are strengthening our information
system crisis management structure tofocus on disasters and other crises
To ensure continuous use of the information system evenduring an emergency, weestablished a disastercountermeasures center inthe Kansai region to backup data and implemented a
duplicate information
system for our in-housenetwork and internet
environment. In addition,
the Company has
Disaster countermeasure center inthe Kansai region
formulated a manualfocused on information system disasters and other measures
as countermeasures taken during operation of such systems
against information system accidents and failure.

11 Company facilities designated as supportand relief goods logistics bases by the
Ministry of Land, Infrastructure, and Tourism
The Ministry of Land, Infrastructure, Transport and Tourism,
learning from its reflection on the Great East Japan
Earthquake, held an advisory conference from September toDecember 2011, attended by experts, logistics business
operators and people related to industry organizations,among others, to compile the “Basic concept on the support/relief goods logistics system,” which aims for the efficient andsmooth delivery of support/relief goods to afflicted areas at
the time of a disaster.
The General Manager of the Warehousing and Distribution
Business Division of the Company assumed a position as acommittee member representing warehousing business
operators, requested by the Ministry, and actively commented
from the perspective of a warehousing business operator.
These discussions concluded with the shared recognition
that for the delivery of support/relief goods at the time of adisaster, it is essential to fully utilize the expertise and facilities
of private logistics operators.
In fiscal 2011, 395 private facilities nationwide, mainly in
the Kanto, Tokai and Tonankai regions, where a large-scale
earthquake is foreseen in the near future, were designated as
support/relief goods logistics bases, including the Company’s
seven facilities located in the Kanto, Tokai and Hanshin
regions. In fiscal 2012, two other facilities of the Company (inFukuoka and Saga) were newly designated as relief supplies
and material facilities.
In fiscal 2013, two other facilities of the Company (both in
Aichi Prefecture) were newly designated as relief supplies andmaterial facilities which brought the number of the Company’s
facilities to 11. We will thoroughly prepare to fulfill our publicrole as a warehousing business operator so that each of thedesignated facilities of the Company can function well during
a future large-scale disaster.
Web ata on our 11 facilities designated as support/reliefD
goods logistics base facilities can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Daikoku Warehouse C, Yokohama Branch Rokko Warehouse D, Kobe BranchIn-house firefighting crew for our leased
buildings won the title in the examination
board sponsored by the fire station
Dia Buil-Tech Co., Ltd., a management company for theCompany’s leased buildings, is working to strengthen andenhance the disaster-prevention system companywide. Every
year the company participates in the fire station-sponsored
In-house firefighting examination board, whose role is toimprove the results and techniques of in-house firefighting
activities at operating bases. Last year, the examination
board awarded first prize in the non-specific applications
category and third prize in the
security services category toTokyo Dia Building.
In the future, we arecommitted to giving the building
owners and tenants a sense ofsafety and security bycontinuing trainings inTokyo Dia Building In-house
preparation for disasters.
Firefighting Crew

A letter of appreciation was presented
by the Yokohama Fire Department
At the Yokohama Bay Quarter, the Company’s commercial
real estate facilities in Yokohama, we work throughout theyear to create safe facilities and raise
disaster prevention awareness, bysuch means as conducting disasterprevention drills in collaboration withlocal fire stations. On January 11,2020, we were presented with a letterof appreciation by the Yokohama Fire
Department in recognition of the daily
initiatives.
Going forward, we will continue
to make various efforts and aim forsafer and more secure facility
Letter of appreciation
management.
from Yokohama Fire
Department

We have introduced the Disaster Information
Communication System (D-DICS)
Until now, emergency communication between the leased
building management offices in the Tokyo metropolitan area
and the Company, and emergency communication between
those offices and Dia Buil-Tech Co., Ltd. head office, which isa management company for the Company’s leased buildings,
utilized a telephone communication network. However, basedon the assumption that telephone lines would become
overloaded during large-scale emergencies, we introduced
the Disaster Information Communication System (D-DICS)
jointly with Dia Buil-Tech, using Internet networks that are notprone to overloading even during emergencies. In this way,
we have ensured secure information transfer and sharing intimes of disaster. (Started operation in September 2017,
covering 22 leased buildings in the Tokyo metropolitan area.)
The D-DICS system enables real-time sharing of
information on the status of damage among relevant parties
when entered into the system at each building, and can also
carry instructions regarding the damage or othercommunications.
The introduction of this system brings about thecentralization of information, enabling a swift and accurate
initial response in times of disaster.
We will continue to work to ensure that the tenants of ourbuildings can use them with confidence, through theutilization of this kind of system.
Mitsubishi Logistics

Environmental and Social Report 202039

Coordination with Local Communities
and International Society
To contribute to the development of local communities and international society, wemust focus not only on the site where our business base is located but also understandour relationship with society and recognize our common interests with society.
To maintain harmonious relationships with local and international societies, we willcontribute to cultural activities and health services and make donations.

Fire drill at Kobe Harborland

Contribution to cultural activities

Cooperating with the local community
through sports

We conducted a charity auction and acharity fair

Yokohama Bay Quarter, the Company’s facility, ispositioned right in front of the starting point of“Yokohama Marathon,” a public marathon, therefore
we have hosted a monthly running club event there
since September 2014 with the aim of contributing to
the local community and bringing excitement to themarathon event. The club, now in its sixth year, ispopular for its level-based training for runners frombeginners who have just started running to those whoare aiming for a record in a marathon, by coaches who
are active professional runners. About 40 civic runners
participate in the event every month.
We aim for our facilities to coexist with local
communities through such community-building
initiatives in the future as well.

At the Yokohama Bay Quarter, the Company’scommercial real estate facilities in Yokohama, we held
our charity fair on Saturday, August 17, 2019. On thistenth charity fair, popular traditional fair games such asshooting games and yo-yo fishing were enjoyed byeveryone from children to the elderly.
The event has become a regular occurrence in theschool summer vacation season, and attracted a totalof 1,180 people in 2019. Revenues from the event
were donated to the Japanese Red Cross Society. We
will continue to hold the events that can entertain
visitors, aiming to make a facility indispensable to theregional community.

Running club event

Providing a place for learning incollaboration with local schools
At Yokohama Bay Quarter, we are collaborating withneighborhood elementary and junior high schools in“general study time” education and work experiencelearning.
Minatomiraihoncho Elementary School (Nishi-ku,
Yokohama) is implementing ESD (Education for
Sustainable Development). Students in Class 2 of the
fourth grade have been researching the ocean plastics
issue and the environmental conservation of forests.
They conducted street interviews with regard to“wooden straws made of wood from thinned trees”
and hands-on workshops at our facilities, which is
expected to be a solution to these problems.

Charity fair40

Mitsubishi Logistics

Environmental and Social Report 2020

Similarly, five second graders from the neighboring
Urashimaoka Junior High School (Kanagawa-ku,
Yokohama) experienced work on information counters
and as security guards over a period of two days.
Going forward, we will continue to contribute to the
local community by collaborating with local educational
institutions and providing a place where children canlearn.

Artificial fish reef production

Visit to an orphanage

Donating masks

We conduct social contribution activities as amember of the Mitsubishi Group and participate in
the Mitsubishi Social Contribution Liaison Council
Street interview and workshop by students from Minatomiraihoncho Elementary School

Contribution through activities inlocal communities, etc.
Conducted CSR activities in Thailand
As part of our CSR activities in Thailand, Mitsubishi
Logistics Thailand Co., Ltd. conducted artificial fish reef
production and made a donation to an orphanage from
Saturday, October 26 to Sunday, October 27, 2019 aspart of the program for the annual company trip. A totalof 140 employees joined the activities.
In addition, on Monday, March 9, 2020, in view ofthe serious shortage of masks in hospitals in Thailand
due to COVID-19, 800 N95-compatible masks were
donated, which Mitsubishi Logistics Thailand had
previously purchased and stored, to hospitals under
the Thailand Ministry of Public Health’s Department ofDisease Control in our belief that they were necessary
in the medical domain.
These events helped the employees and theirfamilies understand the significance of making a social
contribution, enhanced their environmental awareness,and provided them with an opportunity outside work tointeract with each other.

As a social contribution activity within the MitsubishiGroup, we donate to academic and charitableenterprises and conduct various volunteer activities.
Also, as a member of the Mitsubishi Social Contribution
Liaison Council made up of the companies within the
Mitsubishi Group, we report on our related activities
and exchange information.

We support the activities of The Dia
Foundation for Research on Ageing Societies
The Dia Foundation for Research on Ageing Societies
is engaged in activities aimed at contributing to solving
issues faced by aging societies, in fields such as
insurance, medical care and welfare, throughinvestigation and research into these issues.
Interest is growing in social participation by theelderly, in the context of a declining birthrate and aging
population. The Company is collaborating with The Dia
Foundation for Research on Ageing Societies in theutilization of diverse human resources, including theelderly. In this way we aim to realize an affluent andsustainable society.

Mitsubishi Logistics

Environmental and Social Report 202041

Coordination with Local Communities and International Society

We are cosponsoring Diamond Cup Golf
as a community contribution.
Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup
Golf, which contributes to local communities and helps
nurture junior golfers through charitable activities.
Valuing the underlying concept and purposes of thistournament, the Company cosponsored this event as
one of the participating companies.

Kobe Harborland umie welcomes many customers
every day, and it is important to ensure a swift initial
response and cooperation with firefighters in the eventof a disaster or fire.
We aim for our facilities to make customers feelsecure, through raising our everyday disasterprevention awareness.

Installed flower beds in the greenbelt
near the Nagoya Station
Our Nagoya Branch responded to the request from the
Meieki Development Council, made up of landowners
around Nagoya Station, to install flower beds to liven
up and bring color to the front of the Nagoya Station
owned by Nagoya City.
Since fiscal 2011, we have been contributing to thebeautification of the environment in front of the Nagoya
Station by planting flowers two times a year in spring
and autumn.

Fire drill

Donated disaster stockpiles to Second
Harvest Japan (certified NPO)
Nihonbashi Dia Building has the advantage of being adisaster-resistant office building. In case a disasteroccurs that makes it difficult for people to return home,the building has prepared a disaster stockpile (sufficientamount approximately for 3 days as stipulated by aTokyo Metropolitan
Government
ordinance) for
distribution totenants.

The flower bed in spring/autumn<Contents on the signboard of theflower bed of hospitality>
This flower belt is managed by the helpof flower supporters with the aim ofcreating a community with lots of
The flower bed of hospitality flowery colors.

We engaged in joint fire drills with thefire station at Kobe Harborland umie
(Takahama Greenbelt)
At the Takahama Greenbelt in the Kobe Harborlandumie MOSAIC shopping center, we engaged in a joint
fire drill with the Kobe Chuo Ward Fire Station on
Wednesday, February 26, 2020, in combination withthe spring fire prevention campaign.
About 40 firefighters participated in the fire drill.
Based on a simulated situation where a chemicalterrorism event caused casualties, participants
engaged in rescue and transport training using
helicopters flown by rescue teams, decontamination
training, and full water discharge training based on asimulated fire.
A display and photo session featuring fire engines
and ambulances, and a simulated earthquake
experience using an earthquake simulation vehicle
were held after the fire drill, as well as education
activities for local citizens.

42

Mitsubishi Logistics

Environmental and Social Report 2020

Donated disaster stockpile

VOIC E

Disaster stockpile
donation
Ryozo Furusato
Property Management Team, Real Estate Div.

The Nihonbashi Dia Building, which I am in charge of, has theadvantage of being a disaster-resistant office building. In casea disaster occurs that makes it difficult for people to return
home, the building has prepared a disaster stockpile(sufficient amount approximately for 3 days as stipulated by aTokyo Metropolitan Government ordinance) for distribution totenants.
Disaster stockpiles need to be replaced as their
expiration dates approach. Normally, disaster stockpiles thatare close to the expiration date are disposed of when they
are replaced, but in order to reduce food loss, which has
become a key issue these days, for the first time we donatedthe stockpile to Second Harvest Japan (certified NPO)
introduced by a supplier.
I believe that reducing food loss is important not only
from the perspective of making a social contribution but also
from the perspective of environmental protection. Goingforward, I would like to continue donating disaster stockpiles.

Since the disaster stockpile was prepared upon thecompletion of the building, it is nearing its expiration
date (approximately 5 years). Although we are therefore
gradually replacing items, in order to effectively utilize
the disaster stockpile that is no longer used and reducefood losses, we donated the stockpile to Second
Harvest Japan (certified NPO).
Going forward, we will continue to work on
environmental protection and social contributions
through these activities.

We participate in local cleanup
activities.
Operating bases of the Company and Group
companies nationwide also participated in local cleanup
activities voluntarily. We will strive to contribute to the
local communities by continuing to participate in thesecleaning activities.

We hold radio exercise events at
Yokohama Bay QuarterAt the Yokohama Bay Quarter, for seven days during
the school summer vacation season in August, radio
exercises were held at the main plaza. 2019 marks thesixth year of organizing this event, all managed by
employees of Yokohama Dia Building Management
Corporation. More than 180 people attended the event
through seven days, including senior couples living
close by and smallchildren with theirparents before work.
In the future, wewould like to bringfurther excitement to
the region as a
shopping mall close
to the community.
Radio exercises

Illuminations matching the theme of the
Mosaic Ferris Wheel
At the Mosaic Ferris Wheel in Kobe Harborland,
illuminations in theme colors and messages are
displayed in accordance with various international days
and awareness days to disseminate information to local
citizens.
In fiscal 2019, there were over ten illuminations,
including blue to match the theme color of World
Refuge Day on June 20 and pink for Pink Ribbon Day(breast cancer awareness campaign) on October 1.
The Mosaic Ferris Wheel is one nighttime scenerythat represents thePort of Kobe. Goingforward, we willcontinue tocollaborate indisseminatingawareness andother information
through theIllumination (message to express
illuminations.

Cleanup activities at the Head Office Cleanup activities in the Kobe
Harborland area

Cleanup activities at Fuji Logistics Co., Ltd.

Participating in local blood
donation activities
Osaka Branch sales office participated in the local
blood donation activities together with our customers
in spring and autumn. At the Osaka Dia Building, we
agreed to a request from the Osaka Red Cross Blood
Center and participated in blood donation activities
together with the building’s tenants in June andDecember. Going forward, we will continue tocontribute to the local community through these
activities.

Blood donation activities at the
Osaka Branch sales office

Blood donation activities at Osaka
Dia Building

appreciation to medical workers)

Mitsubishi Logistics

Environmental and Social Report 2020

43

Statement Supporting the
UN Global Compact
The Group promotes its CSR activities pursuant to the
UN Global Compact’s 10 principles.

Practice of the UN Global
Compact’s 10 principles
The Group agreed to adhere to the UN Global
Compact (hereinafter “UNGC”) and endorsed approvalin May 2014.
The UNGC is a voluntary
corporate responsibility
initiative for businesses thatare aiming for sustainablegrowth as a responsible
member of society. The UNGC
asks companies to voluntarily
participate in creating a global
framework to take creative
leadership.
At the World Economic Forum in Davos,
Switzerland, in 1999, Kofi Annan, then SecretaryGeneral of the United Nations, proposed thatcompanies should observe the 10 principles in theareas of human rights, labor, the environment andanti-corruption to solve various problems that could
occur due to internationalization and the global
expansion of businesses. In July 2000, the UNGC waslaunched at the UN Headquarters in New York. As of
July 2020, approximately 14,900 companies andorganizations around the world were participating in
the UNGC.
Based on its “Code of Conduct,” the Group will
strive to practice the UNGC’s 10 principles as a goodmember of international society.

UNGC’s 10 principles

Human
RightsGlobal Compact Network Japan’s Web site

http://www.ungcjn.org/index.html

44

Mitsubishi Logistics

Environmental and Social Report 2020

Principle 2: Make sure that they are notcomplicit in human rights abuses.
Principle 3: Businesses should uphold thefreedom of association and theeffective recognition of the right tocollective bargaining;Labor

Principle 4: The elimination of all forms offorced and compulsory labor;
Principle 5: The effective abolition of childlabor; andPrinciple 6: The elimination of discrimination in
respect of employment andoccupation.
Principle 7: Businesses should support aprecautionary approach toenvironmental challenges;

Environment

Principle 8: Undertake initiatives to promote
greater environmental
responsibility; andPrinciple 9: Encourage the development anddiffusion of environmentallyfriendly technologies.

Anti-Corruption

Web

Principle 1: Businesses should support andrespect the protection ofinternationally proclaimed humanrights; andPrinciple 10: Businesses should work against
corruption in all its forms,
including extortion and bribery.

Company Profile (As of March 31, 2020)
Company nameHead Office
Establishment
Capital
Revenue (fiscal 2019)
The number of employeesof the Mitsubishi Logistics
Group
The number of
employees of theCompany
Branches
Major Businesses

Companies in thescope ofconsolidation

Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan
April 15, 1887
¥22,393 million
Consolidated: ¥229.0 billion Non-consolidated: ¥160.0 billion
4,625(excluding 40 workers on leave to work outside the Group, 1,298 temporary staff and 1,266 employees on loan/
dispatched from outside the Group)952(excluding 107 employees on leave to work for other companies, 156 temporary staff and 638 employees on loan/
dispatched from inside and outside the Group)Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka
Logistics	Warehousing; trucking; port and harbor operation; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.
Real Estate	Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.
Consolidated subsidiaries Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,(50 companies)(as of August 31, 2020)

Subsidiaries and Affiliates Accounted
for by the Equity Method (3 companies)

Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,Tokyo Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd.,
Chubu Trade Warehousing Co., Ltd., Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd.,Kyokuryo Warehouse Co., Ltd., Hanryo Kigyo Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V., Fuji Logistics Europe B.V.,
Mitsubishi Logistics China Co., Ltd., Shanghai Qingke Warehouse Management Co., Ltd.,
Shanghai Linghua Logistics Co., Ltd., Shanghai Linghua Qingsheng Logistics Co., Ltd.,
Shanghai Lingyun Global Forwarding Co., Ltd., Fuji Logistics (China) Co., Ltd.,
Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd., Mitsubishi Logistics Hong Kong Ltd.,
Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd., P.T. Mitsubishi Logistics Indonesia,
P.T. Dia-Jaya Forwarding Indonesia, Fuji Logistics Malaysia SDN.BHD., Dia Buil-Tech Co., Ltd.,
Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd., Osaka Dia Buil-Tech Co., Ltd.,
Kobe Dia Maintenance Co., Ltd., T’ACT Co., Ltd.
MY Terminals Holdings, Limited, Kusatsu Soko Co., Ltd., Jupiter Global Limited

Stock Information (as of March 31, 2020)
Status of stocks
Authorized shares
Number of shares issued
Number of shareholders
Stock exchange listing
Securities code
Major shareholders

Classification by types of shareholders
Securities Companies 1.1%

220,000,000
87,960,739
6,714
1st section of the Tokyo Stock Exchange
9301

Shareholder’s name
The Master Trust Bank of Japan, Ltd. (trust account)
Japan Trustee Services Bank, Ltd. (trust account)
Meiji Yasuda Life Insurance Company
MITSUBISHI ESTATE CO., LTD.
Kirin Holdings Company, Limited
Tokyo Marine & Nichido Fire Insurance Co., Ltd.
STATE STREET BANK AND TRUST COMPANY 505001
MUFG Bank, Ltd.
AGC Inc.
TAKENAKA CORPORATION

Number of
Shareholding
shares held
ratio (%)
(Thousands)
11,376
5,997
5,153
3,665
2,224
2,041
2,025
1,864
1,657
1,505

13.2
7.0
6.0
4.3
2.6
2.4
2.4
2.2
1.9
1.8

Note: 1 In addition to the above, the Company holds 2,017 thousand shares of treasury shares
Note: 2 MUFG BANK, Ltd. have set 750,000 Mitsubishi Logistics’ shares as trust funds for
retirement benefits for which voting rights are reserved, in addition to the shares
stated in the table above.
Note: 3 T he “Shareholding ratio” is calculated after excluding treasury shares (2,017,892 shares).

Financial Institutions
45.9%

Individuals and Others 7.3%

Other Corporationsin Japan25.7%
Foreign Corporations, etc. 17.7%
Treasury Shares 2.3%

Dividend payouts/Payout ratio(¥)

InterimYear-end

Payout ratio

100
80
60

0

50
40

34.1
22.5

23.0

23.3

14
6
8

21
14

40
20

(%)

43.7

12
6
6
2015

2016

7
2017

45
30

60
30

30
20

30
15
2018

10

0
2019 (fiscal year)* The Company carried out a reverse stock split at a ratio of 1 share for every
2 shares of common stock, with an effective date of October 1, 2017.
Accordingly, the year-end dividend for fiscal 2017 is an amount that takes
into account this reverse stock split.

Changes in share price (as of August 31, 2020)
Share price
(¥)

4,000

3,000

2,000
Trading volume(million shares)

20

10

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8
2015
2016
2017
2018
2019
2020

0

* The Company carried out a reverse stock split at a ratio of 1 share for every 2 shares of common stock, with an effective date of October 1, 2017. Accordingly, the share priceand trading volume prior to September 2017 are calculated taking into account this reverse stock split.

CSR·Compliance Team, General Affairs Division
Nihonbashi Dia Building
19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Extended version
The following are some data related to the Mitsubishi Logistics Environmental and Social Report 2020, which was collected at theend of fiscal 2019.

Environmental conservation

Change of total gas mileage at all operational sites of Ryoso Transportation Co., Ltd. (fiscal 2006 to fiscal 2019) (Unit: km/L)

Environmental conservation activity data (by business)

Fiscal year

*Basic unit denominator (figures from Act on Rationalizing Energy Use, etc.) uses figure that have strong correlations with each business.

Warehousing
and distribution
business
Port and Harbor
Operation
Business
Overlandtransportation
business
Real estatebusiness

Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit

CO2 emissions

Unit
Thousand m2 <Floor area>
Thousand t-CO2
kg-CO2/m2
Thousand tons <Handling tons>
t-CO2
kg-CO2/thousand tons
Million km <Total transportation distance>
Thousand t-CO2
kg-CO2/thousand km
Thousand m2 <Operational area>
Thousand t-CO2
kg-CO2/m2
Thousand t-CO2

Fiscal 2017
1,444
33.9
23.5
44
9
203.2
4.1
3.6
881.4
681
38.4
56.3
75.9

Fiscal 2018
1,555
32.6
21.0
55
7
127.8
3.9
3.5
898.2
686
37.1
54.0
73.2

Fiscal 2019
1,578
27.9
17.7
48
6
124.2
3.8
3.4
904.7
681
34.2
50.2
65.5

Environmental conservation data (by usage, by emission type)
Water use (water supply, sewage)

Electricity use

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Thousand m3)
1,000(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

851

845

823

750

150

134

136

132

500

100

100

250

50

50

0

2017

2018

2019 (Fiscal year)

0

2017

2018

75

150

2019 (Fiscal year)

0

100.2

2017

Waste emissions (tons)

Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
8

3

6

75.9

73.2

65.5

50

2

25

1

0

2017

2019 (Fiscal year)

2018

0

2.0

1.7

1.8

2017

2018

2019 (Fiscal year)

0

69.5

50

2018

2019 (Fiscal year)

0

2017

2018

2019 (Fiscal year)

1.9
2017

2.6

2018

2019 (Fiscal year)*Calculation standard
Volume related to electricity usage, fuel usage, heat usage, CO2 emissions and basic unit denominator from the warehousing and distribution business, the port and harbor operation business and the real estatebusiness are based on the reported values in the Company’s report based on the Act on Rationalizing Energy Use.
The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
Although the overland transportation business is not under the Act on Rationalizing Energy Use, fuel usage, CO2 emissions and basic unit denominator were calculated for one of the Company’s major trucking
subsidiaries based on the standard in the Act on Rationalizing Energy Use.
Business sites for the port and harbor operation business were restricted to three places where the Company is in charge of transportation referenced to the Act on Rationalizing Energy Use.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Act on Rationalizing Energy Use) were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the standard of the Act on Rationalizing Energy Use.
For water use, the volume of water used by the Company is indicated. The waste emission shows the volume of waste emitted by part of the Company (excluding the real estate business, etc.) and by some of theGroup companies.

Tokyo Metropolitan Environmental Security Ordinance
Unit: t-CO2
Large scale companies CO2 emissions 
Fiscal year Base year

2015

2016

2017

2018

Tokyo Dia
Buildings

33,531

29,82028,17026,203

24,697

Eitai Dia
Building

10,132

6,508

6,119

5,562

5,336

Total

43,66336,32834,28931,76530,033

Reduction

—

7,335

9,374

11,898

13,630Calculated leakage amount of fluorocarbons  Unit:t-CO2
Fiscal 2015 Fiscal 2016 Fiscal 2017 Fiscal 2018 Fiscal 2019
Leakageamount

1,027

468

910

605

361

The Company’s facilities that have obtained CASBEE Rank A certification or above
Completion
Rank
Notes
CASBEE name, etc.
monthobtained
1 Sakurajima Distribution Center No. 3 Osaka March 2008
CASBEE Osaka
A Osaka City
Institute for Building Environment
CASBEE construction (new) A
2 Tobishima Distribution Center Nagoya October 2008
and Energy Conservation (IBEC)
3 Yokohama Dia Building
Yokohama December 2009 CASBEE YokohamaS
4 Ibaraki Distribution Center No. 3 Osaka October 2012
CASBEE Osaka Prefecture A Osaka Prefecture
5 Daito Distribution Center
Osaka December 2012 CASBEE Osaka Prefecture A Osaka Prefecture
6 Misato Distribution Center No. 2 (Phase 1) Tokyo March 2013
CASBEE Saitama Prefecture A Saitama Prefecture
7 DIACREST MUSASHI-NAKAHARA Head Office October 2013
CASBEE KawasakiA
8 Nihonbashi Dia Building
Head Office September 2014 CASBEE new construction S ERI Co., Ltd.
9 Tobishima Distribution Center (expansion) Nagoya September 2015 CASBEE Aichi
A
10 DIACREST KYODAI-KUMANO Osaka February 2017 CASBEE Kyoto
A Kyoto City
11 Seishin Distribution Center (Phase 1) Kobe March 2018
CASBEE Kobe
A
12 Ibaraki Distribution Center No. 4 Osaka July 2018
CASBEE Osaka Prefecture A Osaka Prefecture
13 DIACREST KOKUJUN-KENTO Osaka March 2019
CASBEE Osaka Prefecture A Osaka Prefecture, carpark building is Rank B
14 Seishin Distribution Center (Phase 2) Kobe November 2019 CASBEE Kobe
A
15 Minamihonmoku Distribution Center Yokohama February 2020 CASBEE Yokohama
A
16 Meieki Dia Meitetsu Building Nagoya June 2020
CASBEE Nagoya
A

NumberName of facility

Branch

2008

2009

2010

2011

2012

2013

Vehicles for
2.45
business use (100.0)

2.59(105.6)

2.63(107.5)

2.58(105.5)2.59(105.7)2.52(102.9)2.48(101.3)Fiscal year

2014

2015

2016

2017

2018

2019

Vehicles for
2.53
business use (103.4)

2.62(107.0)2.65(108.2)2.70(110.3)2.67(109.1)2.67(109.2)

Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.
*Erroneous figures for the gas mileage and the index number in parentheses forfiscal 2018 have been corrected.

Promotion of CSR
Number of news releases

Logistics
Real Estate
IR
CSR
Other
Total

Unit: case
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
6
7
7
1
3
1
8
6
11
2
2
2
3
7
1
20
25
22

Number of persons who participated in awareness surveys aimed
at disseminating the corporate philosophy and better
Unit: persons
understanding of CSR and compliance.

Awareness surveys concerning
CSR and compliance
In-house
Domestic Group companies
Total

114
112
110
108
106
104
102 100.0
100
98
96
94
2006

110.3
105.6

107.5

1,426
1,869
3,295

1,517
1,882
3,399

1,533
1,943
3,476

102.9

2008

2009

2010

2011

2012

109.1 109.2

103.4
101.3

2013

2014

2015

2016

2017

2018

2019 (Fiscal year)

Number of persons who participated in compliance lecture for
Unit: persons
prevention of insider trading
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
50
59
67

In-house

Number of respondents to information security questionnaire
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
Number of questionnaires conducted
Twice
Once
Once
Number of respondents
3,271
3,431
3,315

Number of persons who participated in compliance lecture for the Act
against Delay in Payment of Subcontract Proceeds, etc. Unit: persons
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
In-house
801
846
854
Domestic Group companies
1,019
1,033
1,097
Total
1,820
1,879
1,951

Provision of Safe, High-Quality and Useful Services

Organizational Governance

Number of persons who participated in training for earthquake measures

Number of persons who participated in check aimed at
Unit: persons
dissemination of awareness of compliance
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
Check on status of compliancewith Code of Conduct
In-house
Domestic Group companies
Overseas Group companies
Total

107.0

105.5 105.7

108.2

Fulfillment of Sincere and Fair Business Activities

Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements

3.8

4
2

88.6

76.1

25

CO2 emissions

75

94.3

72.4

2006

Execution period
Place

1,499
2,671
74
4,244

1,565
2,646
80
4,291

1,606
2,646
84
4,336

Respect for Human Rights
Number of persons who participated in human rights awareness
Unit: persons
course to spread awareness for human rights
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
Human rights awareness course
53
58
49

Number of participants

Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
February,
February,—
March 2018 March 2019
Nagoya Branch, Tokyo Branch,—
Osaka Branch, Yokohama Branch,
Fukuoka Branch Kobe Branch
Total of
Total of—around 70
around 110* In addition, training for large-scale disaster measure is held every year withmandatory employee participation. (See p. 38)

Support/relief goods logistics base facilities
Block

BranchFacility name

Tokyo
Kanto

Tokai

Kinki
KyushuAomi Distribution Center No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Distribution Center
Honjoh Warehouse
Osaka Sakurajima Distribution Center No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Distribution Center

Mitsubishi Logistics

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Environmental and Social Report 2020

Extended version
The following are some data related to the Mitsubishi Logistics Environmental and Social Report 2020, which was collected at theend of fiscal 2019.

Environmental conservation

Change of total gas mileage at all operational sites of Ryoso Transportation Co., Ltd. (fiscal 2006 to fiscal 2019) (Unit: km/L)

Environmental conservation activity data (by business)

Fiscal year

*Basic unit denominator (figures from Act on Rationalizing Energy Use, etc.) uses figure that have strong correlations with each business.

Warehousing
and distribution
business
Port and Harbor
Operation
Business
Overlandtransportation
business
Real estatebusiness

Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit

CO2 emissions

Unit
Thousand m2 <Floor area>
Thousand t-CO2
kg-CO2/m2
Thousand tons <Handling tons>
t-CO2
kg-CO2/thousand tons
Million km <Total transportation distance>
Thousand t-CO2
kg-CO2/thousand km
Thousand m2 <Operational area>
Thousand t-CO2
kg-CO2/m2
Thousand t-CO2

Fiscal 2017
1,444
33.9
23.5
44
9
203.2
4.1
3.6
881.4
681
38.4
56.3
75.9

Fiscal 2018
1,555
32.6
21.0
55
7
127.8
3.9
3.5
898.2
686
37.1
54.0
73.2

Fiscal 2019
1,578
27.9
17.7
48
6
124.2
3.8
3.4
904.7
681
34.2
50.2
65.5

Environmental conservation data (by usage, by emission type)
Water use (water supply, sewage)

Electricity use

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Thousand m3)
1,000(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

851

845

823

750

150

134

136

132

500

100

100

250

50

50

0

2017

2018

2019 (Fiscal year)

0

2017

2018

75

150

2019 (Fiscal year)

0

100.2

2017

Waste emissions (tons)

Waste emissions (m3)(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
8

3

6

75.9

73.2

65.5

50

2

25

1

0

2017

2019 (Fiscal year)

2018

0

2.0

1.7

1.8

2017

2018

2019 (Fiscal year)

0

69.5

50

2018

2019 (Fiscal year)

0

2017

2018

2019 (Fiscal year)

1.9
2017

2.6

2018

2019 (Fiscal year)*Calculation standard
Volume related to electricity usage, fuel usage, heat usage, CO2 emissions and basic unit denominator from the warehousing and distribution business, the port and harbor operation business and the real estatebusiness are based on the reported values in the Company’s report based on the Act on Rationalizing Energy Use.
The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
Although the overland transportation business is not under the Act on Rationalizing Energy Use, fuel usage, CO2 emissions and basic unit denominator were calculated for one of the Company’s major trucking
subsidiaries based on the standard in the Act on Rationalizing Energy Use.
Business sites for the port and harbor operation business were restricted to three places where the Company is in charge of transportation referenced to the Act on Rationalizing Energy Use.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Act on Rationalizing Energy Use) were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the standard of the Act on Rationalizing Energy Use.
For water use, the volume of water used by the Company is indicated. The waste emission shows the volume of waste emitted by part of the Company (excluding the real estate business, etc.) and by some of theGroup companies.

Tokyo Metropolitan Environmental Security Ordinance
Unit: t-CO2
Large scale companies CO2 emissions 
Fiscal year Base year

2015

2016

2017

2018

Tokyo Dia
Buildings

33,531

29,82028,17026,203

24,697

Eitai Dia
Building

10,132

6,508

6,119

5,562

5,336

Total

43,66336,32834,28931,76530,033

Reduction

—

7,335

9,374

11,898

13,630Calculated leakage amount of fluorocarbons  Unit:t-CO2
Fiscal 2015 Fiscal 2016 Fiscal 2017 Fiscal 2018 Fiscal 2019
Leakageamount

1,027

468

910

605

361

The Company’s facilities that have obtained CASBEE Rank A certification or above
Completion
Rank
Notes
CASBEE name, etc.
monthobtained
1 Sakurajima Distribution Center No. 3 Osaka March 2008
CASBEE Osaka
A Osaka City
Institute for Building Environment
CASBEE construction (new) A
2 Tobishima Distribution Center Nagoya October 2008
and Energy Conservation (IBEC)
3 Yokohama Dia Building
Yokohama December 2009 CASBEE YokohamaS
4 Ibaraki Distribution Center No. 3 Osaka October 2012
CASBEE Osaka Prefecture A Osaka Prefecture
5 Daito Distribution Center
Osaka December 2012 CASBEE Osaka Prefecture A Osaka Prefecture
6 Misato Distribution Center No. 2 (Phase 1) Tokyo March 2013
CASBEE Saitama Prefecture A Saitama Prefecture
7 DIACREST MUSASHI-NAKAHARA Head Office October 2013
CASBEE KawasakiA
8 Nihonbashi Dia Building
Head Office September 2014 CASBEE new construction S ERI Co., Ltd.
9 Tobishima Distribution Center (expansion) Nagoya September 2015 CASBEE Aichi
A
10 DIACREST KYODAI-KUMANO Osaka February 2017 CASBEE Kyoto
A Kyoto City
11 Seishin Distribution Center (Phase 1) Kobe March 2018
CASBEE Kobe
A
12 Ibaraki Distribution Center No. 4 Osaka July 2018
CASBEE Osaka Prefecture A Osaka Prefecture
13 DIACREST KOKUJUN-KENTO Osaka March 2019
CASBEE Osaka Prefecture A Osaka Prefecture, carpark building is Rank B
14 Seishin Distribution Center (Phase 2) Kobe November 2019 CASBEE Kobe
A
15 Minamihonmoku Distribution Center Yokohama February 2020 CASBEE Yokohama
A
16 Meieki Dia Meitetsu Building Nagoya June 2020
CASBEE Nagoya
A

NumberName of facility

Branch

2008

2009

2010

2011

2012

2013

Vehicles for
2.45
business use (100.0)

2.59(105.6)

2.63(107.5)

2.58(105.5)2.59(105.7)2.52(102.9)2.48(101.3)Fiscal year

2014

2015

2016

2017

2018

2019

Vehicles for
2.53
business use (103.4)

2.62(107.0)2.65(108.2)2.70(110.3)2.67(109.1)2.67(109.2)

Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.
*Erroneous figures for the gas mileage and the index number in parentheses forfiscal 2018 have been corrected.

Promotion of CSR
Number of news releases

Logistics
Real Estate
IR
CSR
Other
Total

Unit: case
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
6
7
7
1
3
1
8
6
11
2
2
2
3
7
1
20
25
22

Number of persons who participated in awareness surveys aimed
at disseminating the corporate philosophy and better
Unit: persons
understanding of CSR and compliance.

Awareness surveys concerning
CSR and compliance
In-house
Domestic Group companies
Total

114
112
110
108
106
104
102 100.0
100
98
96
94
2006

110.3
105.6

107.5

1,426
1,869
3,295

1,517
1,882
3,399

1,533
1,943
3,476

102.9

2008

2009

2010

2011

2012

109.1 109.2

103.4
101.3

2013

2014

2015

2016

2017

2018

2019 (Fiscal year)

Number of persons who participated in compliance lecture for
Unit: persons
prevention of insider trading
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
50
59
67

In-house

Number of respondents to information security questionnaire
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
Number of questionnaires conducted
Twice
Once
Once
Number of respondents
3,271
3,431
3,315

Number of persons who participated in compliance lecture for the Act
against Delay in Payment of Subcontract Proceeds, etc. Unit: persons
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
In-house
801
846
854
Domestic Group companies
1,019
1,033
1,097
Total
1,820
1,879
1,951

Provision of Safe, High-Quality and Useful Services

Organizational Governance

Number of persons who participated in training for earthquake measures

Number of persons who participated in check aimed at
Unit: persons
dissemination of awareness of compliance
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
Check on status of compliancewith Code of Conduct
In-house
Domestic Group companies
Overseas Group companies
Total

107.0

105.5 105.7

108.2

Fulfillment of Sincere and Fair Business Activities

Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements

3.8

4
2

88.6

76.1

25

CO2 emissions

75

94.3

72.4

2006

Execution period
Place

1,499
2,671
74
4,244

1,565
2,646
80
4,291

1,606
2,646
84
4,336

Respect for Human Rights
Number of persons who participated in human rights awareness
Unit: persons
course to spread awareness for human rights
Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
Human rights awareness course
53
58
49

Number of participants

Fiscal 2017
Fiscal 2018
Fiscal 2019achievements achievements achievements
February,
February,—
March 2018 March 2019
Nagoya Branch, Tokyo Branch,—
Osaka Branch, Yokohama Branch,
Fukuoka Branch Kobe Branch
Total of
Total of—around 70
around 110* In addition, training for large-scale disaster measure is held every year withmandatory employee participation. (See p. 38)

Support/relief goods logistics base facilities
Block

BranchFacility name

Tokyo
Kanto

Tokai

Kinki
KyushuAomi Distribution Center No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Distribution Center
Honjoh Warehouse
Osaka Sakurajima Distribution Center No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Distribution Center

Mitsubishi Logistics

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Environmental and Social Report 2020

Mitsubishi Logistics Corporation Environmental and Social Report 2020

GRI Standards reference table(Lists mainly “Core” options)

General Disclosures
Disclosure
number

Disclosure contents

Reference
page number

Contents

1. Organizational Profile
102-1
102-2
102-3
102-4
102-5
102-6

102-7

102-8

102-9

102-10a. Name of the organization.
a. A description of the organization’s activities.
b. Primary brands, products and services, including an explanation of any products or services
that are banned in certain markets.
a. Location of the organization’s headquarters.
a. Number of countries where the organization operates, and the names of countries where it has
significant operations.
a. Nature of ownership and legal form.
a. Markets served, including:i. geographic locations where products and services are offered;ii. sectors served;
iii. types of customers and beneficiaries.
a. Scale of the organization, including:i. total number of employees;
ii. total number of operations;iii.	net sales (for private sector organizations) or net revenues (for public sector organizations);iv.	total capitalization (for private sector organizations) broken down in terms of debt andequity;v. quantity of products or services provided.
a. Total number of employees by employment contract (permanent and temporary), by gender.
b. Total number of employees by employment contract (permanent and temporary), by region.
c. Total number of employees by employment type (full-time and part-time), by gender.
d. Whether a significant portion of the organization’s activities are performed by workers who are
not employees. If applicable, a description of the nature and scale of work performed byworkers who are not employees.
e. Any significant variations in the numbers reported in Disclosures 102-8-a、102-8-b、and 102-8c (such as seasonal variations in the tourism or agricultural industries).
f. An explanation of how the data have been compiled, including any assumptions made.
a. A description of the organization’s supply chain, including its main elements as they relate to theorganization’s activities, primary brands, products, and services.
a. Significant changes to the organization’s size, structure, ownership, or supply chain, including:i.	Changes in the location of, or changes in, operations, including facility openings, closings,
and expansions;ii.	Changes in the share capital structure and other capital formation, maintenance, andalteration operations (for private sector organizations);iii.	Changes in the location of suppliers, the structure of the supply chain, or relationships with
suppliers, including selection and termination.

P. 45

Company Profile

P. 6-7

Introduction ofBusinesses

P. 45

Company Profile

P. 45

Company Profile

P. 45

Company Profile

P. 45

Company Profile

P. 10-11
P. 45

At a Glance
Company Profile

P. 21
P. 45

Status of employees
Company Profile

P. 6-7

Introduction ofBusinesses

P. 17,
P. 32-33

Openings of Seishin
Distribution Center(Phase 2) in Kobe andMinamihonmoku
Distribution Center in
Yokohama

P. 18-19
102-11

102-12102-13a. Whether and how the organization applies the Precautionary Principle or approach.

a. A list of externally-developed economic, environmental and social charters, principles, or otherinitiatives to which the organization subscribes or which it endorses.
a. A list of the main memberships of industry or other associations, and national or international
advocacy organizations.

P. 35-39

P. 44

Organizational
Governance
Provision of Safe, HighQuality and UsefulServicesStatement Supporting
the UN Global Compact——

P. 4-5

Top Message

P. 12-14

Promotion of CSR,
MLC2030 Vision

2. Strategy
102-14a. A statement from the most senior decision-maker of the organization (such as CEO, chair, or
equivalent senior position) about the relevance of sustainability to the organization and its
strategy for addressing sustainability.

3. Ethics and integrity
102-16a. A description of the organization’s values, principles, standards, and norms of behavior.

4. Governance102-18a. Governance structure of the organization, including committees of the highest governancebody.
b. Committees responsible for decision-making on economic, environmental, and social topics.

P. 18
P. 18-19

Organizational
governance
CSR and Compliance
Committee

Mitsubishi Logistics Corporation Environmental and Social Report 2020 GRI Standards reference table (lists mainly “Core” options)Disclosure
number

Disclosure contents

Reference
page number

Contents

5. Stakeholder engagement102-40102-41a. A list of stakeholder groups engaged by the organization.
a. Percentage of total employees covered by collective bargaining agreements.

102-42a. The basis for identifying and selecting stakeholders with whom to engage.

——
P. 6-7,
P. 12
P. 13

102-43102-44a. The organization’s approach to stakeholder engagement, including frequency of engagement by
type and by stakeholder group, and an indication of whether any of the engagement wasundertaken specifically as part of the report preparation process.
a. Key topics and concerns that have been raised through stakeholder engagement, including:i.	how the organization has responded to those key topics and concerns, including through its
reporting;ii. the stakeholder groups that raised each of the key topics and concerns.

——
Stakeholders recognizedby the Mitsubishi
Logistics Group
Seven Principles ofSocial Responsibility

—

—

—

—

6. Reporting practice102-45102-46102-47102-48102-49102-50102-51
102-52102-53102-54102-55102-56a. A list of all entities included in the organization’s consolidated financial statements or equivalent
documents.
b. Whether any entity included in the organization’s consolidated financial statements or equivalent
documents is not covered by the report.
a. An explanation of the process for defining the report content and the topic Boundaries.
b. An explanation of how the organization has implemented the Reporting Principles for defining
report content.
a. A list of the material topics identified in the process for defining report content.
a. The effect of any restatements of information given in previous reports, and the reasons for such
restatements.
a. Significant changes from previous reporting periods in the list of material topics and topic
Boundaries.
a. Reporting period for the information provided.
a. If applicable, the date of the most recent previous report.
a. Reporting cycle.
a. The contact point for questions regarding the report or its contents.
a. The claim made by the organization, if it has prepared a report in accordance with the GRI
Standards, either:i.	‘This report has been prepared in accordance with the GRI Standards; Core option';
ii.	‘This report has been prepared in accordance with the GRI Standards: Comprehensive
option.’a. The GRI content index, which specifies each of the GRI standards used and lists all disclosures
included in the report.
b. For each disclosure, the content index shall include:i. the number of the disclosure (for disclosures covered by the GRI Standards);ii.	the page number(s) or URL(s) where the information can be found, either within the report orin other published materials;
iii.	if applicable, and where permitted, the reason(s) for omission when a required disclosure
cannot be made.
a. A description of the organization’s policy and current practice with regard to seeking external
assurance for the report.
b. If the report has been externally assured:i.	A reference to the external assurance report, statements, or opinions. If not included in theassurance report accompanying the sustainability report, a description of what has and what
has not been assured and on what basis, including the assurance standards used, the levelof assurance obtained, and any limitations of the assurance process;ii.	The relationship between the organization and the assurance provider;iii.	Whether and how the highest governance body or senior executives are involved in seeking
external assurance for the organization’s sustainability report.

P. 45

Company Profile

P. 1

Editorial Policy——
Partial amendment toactual gas mileage
Extended
figures at all operationalversionsites of Ryoso
Transportation Co., Ltd.
—
P. 1
P. 1
P. 1
P. 1

—
Editorial Policy
Editorial Policy
Editorial Policy
Editorial Policy

—

—

—

—

—

—

Reference
page number

Contents——

Management Approach
Disclosure
number

Disclosure contents

General requirements for reporting the management approach

103-1

a. An explanation of why the topic is material.
b. The Boundary for the material topic, which includes a description of:i. where the impacts occur;ii.	the organization's involvement with the impacts. For example, whether the organization has
caused or contributed to the impacts, or is directly linked to the impacts through its business
relationships.
c. Any specific limitation regarding the topic Boundary.